posted 16th December 2025
Stepping into management often means you are technically strong, but not necessarily prepared to lead people. Talented performers get promoted and are then expected to manage others without the experience, tools or support to do it well. The consequences of which show up quickly, for the individual, their team and the business.
The management gap we see
Promotion does not mean you are ready.
New managers are frequently asked to lead people they were recently working alongside. At the same time, expectations shift. They are suddenly responsible for performance, engagement, well-being and outcomes they have never been accountable for before.
The pressure kicks in for the new manager because:
- They keep doing their old job alongside the new one.
- They want to show that they can perform in their new role.
- They struggle to set clear expectations with former peers.
- They want to prove that the right decision was made to promote them.
- They start to feel the middle manager squeeze.
The impact on individuals and teams
When managers are promoted without support, the effects are rarely immediate, but they are consistent.
- Team standards drop.
- Engagement falls when expectations feel unclear or inconsistent.
- Absence and frustration increase.
- Performance conversations are avoided or handled poorly.
- Issues that could have been prevented early are escalating.
The manager feels the strain first. The team follows. The business pays for it later.
What new managers actually need
Most organisations assume people will “grow into” leadership. Some do. Many do not.
Leadership confidence comes from guided experience, support and the right environment.
Effective support typically includes:
- Early onboarding support
Focused input during the first 3–6 months, when habits and behaviours are forming.
- Independent coaching space
A monthly session with someone outside the organisation to talk honestly through challenges without judgement.
- Practical leadership tools
Clear frameworks for communication, delegation, performance management and decision-making.
This support builds capability before problems take hold.
What coaching focuses on
I work 1:1 with managers and leaders on the behaviours that shape team culture and results, including:
- Building trust and getting communication right
- Understanding team strengths and using them effectively
- Setting expectations and managing performance
- Letting go of control and delegating with confidence
- Tackling difficult people issues early
- Giving feedback that is clear and constructive
- Understanding how leadership behaviour drives outcomes
- Managing wellbeing and role-modelling healthy leadership
This is practical, real-world coaching, grounded in how leadership actually plays out day to day.
If this sounds familiar
Unprepared managers are not a people problem. They are a leadership development issue.
With the right support, newly promoted leaders can build confidence, clarity and capability early, preventing the issues that cost organisations time, energy and trust.
If you want to explore how coaching could support your managers or strengthen leadership transitions, get in touch.
