The Assumption
Picture this: a top-performing employee steps into a managerial role. They’ve excelled individually but now they’re juggling team dynamics, tough conversations and decision-making without a roadmap.
The assumption, great individual contributors naturally morph into great leaders. The reality, they can end up feeling isolated, frustrated, and become poor leaders.
People Don’t Leave Companies – They Leave Bad Bosses
An exceptional salesperson or designer isn’t automatically equipped to handle performance reviews, resolve conflicts or create psychological safety for a team. Without direction, new managers rely on trial and error, which costs time, morale and sometimes great talent. Teams working under ill-equipped managers may disengage or leave, weakening the company’s culture and, ultimately, the bottom line.
SMEs face unique hurdles. With smaller teams and lean budgets, there’s often no formal management training in place. Newly appointed managers are dropped into the middle without a compass, left to “make it work.” It’s no surprise that these managers can become a fragile link in the talent pipeline, straining under pressure and uncertainty.
From Peer to Manager: A Unique Challenge
One of the hardest transitions is going from peer to manager. Yesterday’s colleagues, people you joked with at lunch or collaborated with on projects are suddenly your direct reports. This shift can cause tension if it isn’t handled properly. New managers may feel awkward asserting authority, worry about being seen as “playing favourites,” or fear losing personal connections. Without a clear framework or mentorship on navigating this dynamic, they might overcompensate by micromanaging or, conversely, avoid conflict altogether to preserve friendships. Either approach can erode trust and hurt team productivity. Open conversations, well-defined boundaries and supportive guidance can ease this transition, ensuring relationships remain respectful and effective.
What’s Missing?
It’s a myth that management skills are innate. Even naturally empathetic individuals need frameworks, feedback and clear expectations. Promoting someone without providing tools is like asking them to run a marathon with stones in their shoes – it can be done, but it will be painful, inefficient and result in an undesirable outcome.
Key missing elements often include:
- Clear Role Expectations: Beyond targets, new managers need clarity on communication standards, goal-setting and fostering a healthy environment
- Coaching & Mentorship: An experienced mentor or external expert can boost confidence, share best practices and challenge assumptions
- Practical Training: Bite-sized guidance on conflict resolution, performance management and motivation can turn confusion into competence
- Ongoing Support: One-off training isn’t enough. Regular check-ins and feedback loops help managers adapt and grow over time
Bridging the Gaps
If you want your new managers to thrive, consider these practical moves:
- Set the Stage Early
Before promotion, give promising employees chances to observe leaders in action. Let them shadow a manager’s meeting or handle small leadership tasks to build familiarity - Provide Tailored Training
Offer short workshops on communication, delegation and feedback. Even a few focused sessions can dramatically improve a new manager’s approach. - Mentorship or Peer Circles
Pair new managers with seasoned leaders internally or bring in an external coach. Even a simple “buddy system” can create a safe space for questions and shared experiences - Encourage a Growth Mindset
Reinforce that mistakes are part of the journey. Offer constructive feedback regularly and celebrate small leadership wins to build confidence - Leverage External Expertise
With limited internal resources, consider tapping into outside partners who can provide guidance tailored to your culture. A few hours of consulting or leadership coaching can pay off significantly
Shaping a Supportive Future
This is where an HR partner that rejects one-size-fits-all solutions can make a difference. By designing people strategies that reflect your company’s ethos and growth trajectory, you’re not just fixing today’s issues – you’re investing in a stronger future.
Instead of losing momentum when someone steps up, your company can create a pipeline of leaders who are ready for whatever comes next. With the right support, the “middle” of your organisation becomes a reliable source of strength, not a point of failure.
Emily Ray is the founder of Polaris HR, dedicated to helping SMEs create tailored HR strategies and thriving workplaces. Learn more at www.polaris-hr.com or follow us on Instagram @polaris_hr.
