Promoting a high performer into a management role seems logical. They know the business, they deliver results, and they’ve ‘earned it.’ But here’s the hard truth many organisations quietly grapple with: a large number of managers are promoted without any real training, experience, or even aptitude for leading people and the fallout can be significant, leading to disengagement, turnover, confusion, tension and in many cases, a culture that becomes toxic without anyone noticing until it’s too late.
In today’s competitive talent market, people don’t leave companies, they leave managers and when those managers feel unprepared, unsupported, or unsure of how to lead — especially when managing people older or more experienced than themselves — it creates a ripple effect across the entire team.
Why This Happens More Often Than We Admit
Many organisations unintentionally promote people based on technical skill alone. The best salesperson becomes the sales manager; the strongest designer becomes the creative lead; the most reliable coordinator ends up running the team. In reality, leadership requires a completely different skill set ranging from communication, emotional intelligence, conflict resolution, coaching, and confidence. Without these foundations, new managers are left to work it out through trial and error.
The result?
Employees feeling unheard, under-supported, micromanaged, or unfairly treated.
New leaders feeling stressed, uncertain and constantly worried they’re getting it wrong, especially when they're suddenly managing colleagues who’ve been in the industry longer than they’ve been alive.
A workplace where tension slowly rises and good people quietly disengage.
The Good News: This Is Completely Fixable
You don’t need a corporate leadership academy or expensive programs to set managers up for success. What you do need is intention, structure and the right type of development.
Here are some practical, high-impact solutions.
1. Provide New Manager Foundations Before Day One
Ensure first-time managers are trained on the essentials:
How to run 1:1s
Giving feedback
Managing performance
Delegation and trusting others
Handling difficult conversations
A short, structured onboarding for leaders is often the difference between confidence and chaos.
2. Pair Them With a Mentor
A supportive mentor from outside their direct reporting line can create a safe space to ask questions, seek guidance and build leadership judgment. This is particularly helpful for younger managers leading older team members.
3. Teach Emotional Intelligence as a Core Skill
Great leadership is built on self-awareness, empathy and the ability to read a room. EQ training offers tools that managers can use immediately, resulting in calmer communication, better relationships and faster problem-solving.
4. Create Clear Expectations for What ‘Good Management’ Looks Like
When expectations are vague, managers rely on instinct so its essential to define clear behavioural standards ensuring everyone is aware of what good leadership actually is within your organisation.
5. Offer Ongoing Coaching, Not One-Off Workshops
Real growth happens in real time, while quarterly coaching or check-ins help managers to evolve, reflect and refine their approach to prevent falling back into old habits.
6. Encourage Upward Feedback
Allow employees to anonymously share what’s working and what’s not. Small frustrations or overlooked concerns can quickly snowball into bigger issues if left unaddressed, creating unnecessary tension and impacting morale. Giving staff a safe space to voice these early signals helps managers tackle problems before they escalate into serious retention risks.
In Short
When managers feel equipped and supported, teams thrive, but when they’re left to sink or swim, even your best people can be pushed out the door.
Investing in leadership capability isn’t just a ‘nice to have,’ it’s one of the most powerful retention strategies a company can implement which in the long term will pay off in performance, culture and stability.