š New Manager Guide
Leadership Skills for New Managers: Your First 90 Days
You’ve earned the promotion. Now it’s time to build the skills that will make you the leader your team deserves ā with a clear 90-day roadmap, practical frameworks, and AI prompts to accelerate your growth.
āļø
A note from Nelson
“When I got promoted to manager, nobody told me the job would be completely different. I was good at doing the work ā now I had to be good at helping others do the work. That shift took me two years to figure out. This guide is what I wish someone had given me on day one.”
Getting promoted to manager is exciting ā and it’s also a completely different job. Suddenly, your success isn’t measured by what you produce, but by what your team produces. The skills that got you here won’t get you there.
Here’s the good news: leadership skills can be learned. According to Gallup’s 2025 research, 70% of team engagement depends on the manager. That’s not pressure ā that’s opportunity. When you grow as a leader, your entire team grows with you.
This guide breaks down the 7 essential skills every new manager needs, with practical actions you can take in your first 90 days. No theory. No fluff. Just what works.
The New Manager Opportunity: 2025-2026 Research
Here’s what the research shows: most new managers never receive proper training ā which means those who invest in developing their skills have a massive advantage. Gartner’s 2026 HR Priorities Survey confirms that leader and manager development is HR’s #1 priority for three consecutive years. Companies are actively looking for managers who can lead effectively through change.
The skills gap is real, but it’s also your opportunity. The 7 skills in this guide address exactly what research shows new managers need most: the ability to delegate, have difficult conversations, build trust, and develop their teams. Master these, and you’ll stand out.
The skills gap is real, but it’s also your opportunity. The 7 skills in this guide address exactly what research shows new managers need most: the ability to delegate, have difficult conversations, build trust, and develop their teams. Master these, and you’ll stand out.
Sources: Gallup State of the Global Workplace 2025, Gartner HR Priorities Survey 2025-2026
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Take the Free Quiz āšÆ The 7 Essential Skills for New Managers
1
Shifting from Doer to Leader
The fundamental mindset change
The biggest mistake new managers make is continuing to do the work themselves. You were promoted because you were great at your job ā but your job has changed. Your success now depends on helping others succeed.
š” Why It Matters
If you keep doing the work, you’ll burn out AND your team won’t develop. You become a bottleneck instead of a multiplier.
ā How To Do It
For every task, ask: “Should I do this, or should I teach someone else to do it?” Default to teaching unless there’s a compelling reason not to.
ā ļø Common Mistake
Jumping in to “fix” things when your team struggles. This sends the message that you don’t trust them ā and robs them of learning opportunities.
š¤ AI Prompt: Plan Your Mindset Shift
“I’ve just been promoted to manager. Help me identify 5 tasks I currently do that I should delegate to my team, and create a plan for handing them over without dropping quality. For each task, suggest how to frame the delegation as a development opportunity.”
“Your title makes you a manager. Your people make you a leader.”
2
Having Difficult Conversations
The #1 skill gap for managers
According to Oli’s 2025 data, 73% of managers cite “difficult conversations” as their biggest skill gap. This includes giving critical feedback, addressing underperformance, and navigating conflict. Most managers delay these conversations by an average of 6.3 weeks ā making them harder when they finally happen.
š” Why It Matters
Avoiding difficult conversations doesn’t make problems disappear. It makes them worse. And your team notices ā which erodes trust and respect.
ā How To Do It
Use the SBI model: Situation (when/where), Behaviour (what happened), Impact (the effect). Be specific, be direct, and have the conversation sooner rather than later.
ā ļø Common Mistake
Sandwiching criticism between compliments. It feels safer but dilutes your message. Be kind AND direct ā they’re not mutually exclusive.
š¤ AI Prompt: Script a Difficult Conversation
“I need to have a difficult conversation with a team member about [specific issue ā e.g., missed deadlines, attitude, quality of work]. Help me script this conversation using the SBI model. Include how to open, what to say, how to handle defensiveness, and how to end with clear next steps.”
3
Running Effective One-on-Ones
Your most important meeting
Regular one-on-one meetings are where real management happens. They build trust, surface problems early, and show your team you’re invested in their success. Skip them, and you’ll be constantly surprised by issues that could have been prevented.
š” Why It Matters
Gallup found that managers who hold regular 1:1s see 2x higher engagement. It’s your best tool for coaching, feedback, and early problem detection.
ā How To Do It
Weekly or fortnightly, 30 minutes minimum. Let them set the agenda. Ask more than you tell. Focus on their growth, not just status updates.
ā ļø Common Mistake
Using 1:1s as status update meetings. That’s what team meetings are for. 1:1s should focus on the person ā their challenges, development, and wellbeing.
š¤ AI Prompt: Generate 1:1 Questions
“Generate 10 thoughtful questions I can ask in my one-on-one meetings as a new manager. Include questions about: their current challenges, career development, feedback for me, and how I can better support them. Make them open-ended and non-generic.”
“People work better when they know what the goal is and why. It is important that people look forward to coming to work in the morning and enjoy working.”
4
Delegation That Develops
Letting go without losing control
Effective delegation isn’t about dumping tasks you don’t want to do. It’s about matching the right work to the right person at the right time ā in a way that stretches them without overwhelming them.
š” Why It Matters
Good delegation multiplies your impact. Poor delegation creates more work (for you), frustration (for them), and worse outcomes (for everyone).
ā How To Do It
Be clear on the outcome, not the method. Set check-in points. Give authority along with responsibility. And resist the urge to take it back when things get bumpy.
ā ļø Common Mistake
Delegating the task but not the authority. If you hand someone a project but make them check with you on every decision, you haven’t really delegated ā you’ve just added yourself as a bottleneck.
5
Managing Former Peers
The awkward transition
One of the hardest parts of becoming a manager is leading people who were your equals yesterday. The dynamic has changed ā and pretending it hasn’t doesn’t help anyone.
š” Why It Matters
Unaddressed awkwardness turns into resentment. Some former peers will test boundaries. Others will struggle to take direction. You need to acknowledge the shift.
ā How To Do It
Have a direct conversation: “Our relationship is changing, and I want to navigate that well. I’m still me, but my role is different now. What would make this transition easier for you?”
ā ļø Common Mistake
Trying to stay “one of the team” by avoiding hard decisions or giving everyone the same treatment. Being fair doesn’t mean being friends. You can be warm and respected ā but you can’t be everyone’s mate AND their manager.
“As we look ahead into the next century, leaders will be those who empower others.”
6
Setting Clear Expectations
The foundation of accountability
Most performance issues aren’t caused by lazy employees ā they’re caused by unclear expectations. If your team doesn’t know exactly what “good” looks like, they can’t deliver it.
š” Why It Matters
Clear expectations reduce confusion, conflict, and wasted effort. They make feedback easier to give ā and easier to receive.
ā How To Do It
For every task or project, define: What does “done” look like? By when? What resources are available? What decisions can they make without checking with you?
ā ļø Common Mistake
Assuming people know what you mean. “Get this done ASAP” is not a deadline. “Make it good” is not a quality standard. Be specific or be disappointed.
7
Managing Your Own Energy
You can’t pour from an empty cup
Gallup’s 2025 report shows manager wellbeing is declining faster than any other group ā with female managers and those under 35 hit hardest. If you burn out, your team suffers. Managing your energy isn’t selfish; it’s essential.
š” Why It Matters
Your team mirrors your energy. If you’re stressed, they’re stressed. If you’re calm under pressure, they learn to be too. Your state is contagious.
ā How To Do It
Protect time for thinking (not just doing). Set boundaries on availability. Build recovery into your week. And ask for help when you need it ā modelling this gives your team permission to do the same.
š¤ AI Prompt: Create Your Energy Management Plan
“I’m a new manager feeling overwhelmed. Help me create a realistic energy management plan for the next month. Include: daily habits to protect my energy, weekly boundaries I should set, signs I’m heading toward burnout, and a recovery plan for when I notice those signs.”
“Leadership is not about you. It’s about the people you’re serving ā your team, your customers, and your company.”
š Your First 90 Days: A Timeline
š
The 90-Day New Manager Plan
Days 1-30: Listen & Learn
- Have 1:1s with every team member
- Understand current processes and pain points
- Meet key stakeholders
- Resist making big changes
- Ask: “What should I know that I wouldn’t think to ask?”
Days 31-60: Build & Adjust
- Establish regular 1:1 cadence
- Set clear expectations for each role
- Start delegating with intention
- Address any urgent issues surfaced in month 1
- Get feedback on your first month
Days 61-90: Lead & Grow
- Implement one meaningful improvement
- Have your first difficult conversation (if needed)
- Create development plans with your team
- Reflect on what’s working and what isn’t
- Plan your next 90 days
š” Pro Tip: The First 90 Days Are About Trust
Don’t rush to prove yourself by making big changes. Your first job is to earn trust ā with your team, your peers, and your boss. Trust takes time. Once you have it, everything else becomes easier.
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Understand your communication style
Discover your natural leadership style
Understanding your default approach helps you adapt to different situations and team members.
Take the Leadership Style Quiz āš Related Reading
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