What new managers really need

Starting a new role as a manager for the first time can be exciting but also intimidating.

The early experiences of a first-time manager can shape their career. Many are not well-prepared for the challenges ahead and need all the support they can get.

Even the best manager training programs are often too general and theoretical, without giving new managers the tools they need for real-world challenges.

What is not working

Practicality and time efficiency

• Location: In-person training, while typically the favored option, is often deemed impractical due to the fast pace and hybrid structure of modern working environments. Commuting to physical training sessions poses real logistical challenges and time constraints for people trying to balance work and personal commitments.
• Pace: Drinking from a firehose for one week straight while the inbox is getting fuller puts a lot of unnecessary strain on anyone.

Content relevance and realism

• Abstract content: Many programs fail to bridge the gap between theory and the practical realities of management, offering content that is detached from the day-to-day challenges managers face.
• Generic approach: The one-size-fits-all training model disregards the distinct needs and contexts of different industries, companies, and cultures, which makes the training less effective.
• Idealized assumptions: Training is too often based on an unrealistic picture of organizational life, ignoring the complexities, uncertainties, politics, dysfunctional processes, and other imperfect elements that are the reality in most organizations.

Focus and process orientation

• Goals over process: A significant misstep in managerial training is the focus on business goals without enough emphasis on the processes that lead there. This can leave new managers overwhelmed, stuck, and procrastinating.

Rethinking training for first-time managers

Efficiency

• Lean approach: Focus strictly on essential content to get the most from the time invested.
• Modularity: Design training to be flexible, matched to individual and role-specific needs.

Immediate and relevant onboarding

• Rapid start: Begin training within days of the role assignment.
• Prioritization: Concentrate on the most critical aspects at the beginning.

Engaging learning methods

• Interactive learning: Use methods that encourage active participation, especially in remote setups. “Team coaching” with exercises and sharing is a good way to think about this.
• Practical application: Use role-plays and simulations to practice real-world scenarios.

Content relevance and pace

• Real-world scenarios: Bring in current case studies so the learning applies directly.
• Efficient scheduling: Lay out intensive yet manageable sessions that fit around people’s current commitments. Starting with two 2-hour sessions weekly provides a solid foundation. Anything less stretches the process and reduces intensity, though more can be considered if the schedule permits.

The right learning environment

• Group dynamics: Small groups allow meaningful interaction and tailored feedback. An ideal cohort size is 3 to 5 people. Above that, the quality of interaction and intensity drop and exercises take longer. With fewer participants (1 to 2), both the exercises and the sharing suffer.
• Instructor selection: When choosing a trainer and coach, look for someone with extensive managerial experience in relevant industries. They should also have a strong background in teaching, facilitating, coaching, and mentoring, and respect the values and culture of your company.

Tailored training cohorts

• Cohort composition: Mixed cohorts from several companies are likely more effective for experienced leaders, who gain valuable insights from other companies and industries. For first-time managers, cohorts from their own company may work better. This also addresses confidentiality in real-world situations and encourages more open sharing among participants.

Personal support

• One-on-one coaching: Include personal coaching sessions for targeted development.
• Extended support network: Assign mentors and peer buddies to support the manager through the first months.

Broader skill development

• Beyond the basics: Offer feedback on a wide range of skills, from team interaction to personal presence in virtual settings.

Conclusion

Effective training for new managers matters, and it depends on speed, relevance, and practicality. Traditional one-size-fits-all programs often fall short, failing to address the real-world complexities new leaders face.

A better approach should:

1. Prioritize essential, practical skills over theoretical knowledge.
2. Start training quickly, in step with immediate managerial responsibilities.
3. Use interactive methods and real-life scenarios to strengthen learning.
4. Keep training flexible, so it adapts to individual and role-specific needs.
5. Provide personal support, including one-on-one coaching and mentorship.

By concentrating on these areas, training can truly support new managers in their critical first phase, and give them the tools to handle the challenges and lead well.

This article first appeared in my LinkedIn newsletter, Team Direct.