Most first time managers get tossed into the deep end. One day they’re the best on the crew. Next day, they’re in charge. No real training. No real prep. Just, “figure it out.”
And it shows.
They hesitate to give feedback. They avoid conflict. They either micromanage or disappear.
The first time manager isn’t lazy. They’re uncertain. And when they’re unsure, they do nothing. Or worse, they do the wrong thing.
So how do you develop them?
Start with Expectations
Start with expectations. They need to know what their job is. And no, it’s not just “keep people in line.” It’s about driving outcomes through others. That shift, from doer to leader, is the biggest leap they’ll ever make.
We help them make that leap. The Role of the Leader module in our Front Line Leadership program gives them a roadmap for what changes when they step up. From team member to team leader. From helping to owning outcomes.
A cement company manager told us: “I used to think my job was being the best at everything. Then I realized my job was making my team the best at everything.”
Then Give Them Language
Then give them language. We train managers on how to have conversations that drive performance. Not awkward lectures. Not fake “coaching moments.” But real, usable scripts to deal with late employees, bad attitudes, missed quotas, and more.
“What do I say when someone’s consistently late?” That’s what every new manager asks. Give them the words: “Hey Mike, you’ve been late three times this week. What’s going on?” Simple. Direct. Gets the conversation started.
We also walk them through the Three Steps of Listening: Ask, Reflect, Resolve. Because feedback isn’t just saying the right thing. It’s listening the right way.
They also need reps. You can’t just send them to one workshop and expect them to lead well. It takes spaced repetition. Practice. Accountability. First time managers need reminders that their role is to lead. Not just help.
And most of all, they need support. Someone who will answer questions, give feedback, and hold them to a standard without crushing them. That’s how confidence builds.
One manufacturing client said: “We used to lose good people because they became bad managers. Now we actually develop them. Our turnover dropped 40% in the first year.”
You can turn a deer-in-headlights manager into a steady hand. But it takes clarity, tools, and time.
If your best worker just became a manager, don’t let them guess their way through leadership. Our Front Line Leadership program gives them the tools, language, and confidence to lead.