Whether you have taken over from your previous manager, moved to manage a new team in your organisation, or have been brought in externally as a new manager, you want to be taken seriously from the outset.  This requires you to know your job description, but also the culture within the team and that of the organisation.

The first 3 months is usually thought of as the most critical period, and it’s during this time that you will make a lasting impression.  What you will want to avoid is giving the wrong impression of someone who is only interested in themselves and making their mark, stamping their authority, combating inaction with action and/or needing to change everything.



As a new manager, do you:

  • Want to thrive in your new role as quickly as possible?
  • Want to prove to senior executives why you were brought in?
  • Want to help your team to be motivated, engaged, and empowered to work effectively?
  • Want to manage the changes successfully for you and your colleagues?
  • Want to get results without the stress?

If hiring a new manager, do you:

  • Want to get better results from your new hire than a 50% chance of success?
  • Want to get the most from the expensive process of recruitment?
  • Believe it’s important to support your new managers at this critical stage of their career?
  • Want to help the organisation gain more customers; develop new ideas/products; be more profitable, productive and flexible; and save costs?
  • Worry that you could lose your top performers if their managers aren’t supporting them effectively?

According to one survey, 40-50% of new hires fail to achieve the desired results.  This could be either through misunderstanding the needs of the role or lack of flexibility to adapt their skills.  Not only is that stressful for the employee, but that’s a very costly mistake for the organisation.

A survey by the Chartered Management Institute found that 58.7% of organisations are facing increased difficulty in trying to retain management staff and recruit new managers.  This is a major concern, given UKCES/Government data estimates that the UK needs 544k new managers by 2020.

Taking on a new team is not only challenging for you as a leader, but it’s also “all change” for the team itself.  With 79% of UK HR Directors (surveyed by Robert Half UK) concerned about losing their top performers in 2013, ensuring any change of management is transitioned effectively is becoming more and more important.



From the research conducted with managers transitioning to a new role, a common theme was a feeling that little support is available to them at this critical stage or, even if it was, they didn’t feel that it was the right thing to do to ask for it.  They have been brought in to do a specific job and for their expertise and experience, so how can they then ask their new manager/organisation for assistance in settling in?

We can help in a couple of ways.

Please contact us if you’d like to discuss how Executive Coaching can support you, and we have

A 24-page Guide to a Successful Manager Transition

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I have read your guide  for successful management  transition and I think this would be beneficial to all types of organisations.  I have been managing teams for quite a few years now and speaking from experience I have witnessed a lot of new managerial appointments being left to find their own way and not being given the management skills at the start of their appointment.

One of the complaints I hear from new supervisors and managers in my own and from people I know in other organisations is that they are given the title and are then expected to perform at the highest level from day 1.  For some people leading a team doesn’t come naturally even though they have the knowledge and experience in the sector they work in.

I have around 35 managers and supervisors working in the store I work in and have made it my personal mission to work with anyone who is a new appointment or just needs help on developing their management skills or dealing with situations involving staff as I know how important it is to have someone who you can go to for advice, to bounce ideas off.  Having someone in your organisation that can offer support whether that comes in the form of a mentor or through coaching can be the difference between succeeding in your role or sadly as some people find they end up relinquishing the role as they have not been adequately prepared for the level of responsibility they now have.

I could go on about how important a successful transition into management is but some of the basics that I always pass on are that as a manager you should always use REG.  That is treating your staff with Respect, Empathy and Genuineness.  You are completely right about having a clear vision and this has to be communicated to the team your are working with, trying to get them to take ownership of the tasks involved in reaching your goals.  Employee engagement is something I also discuss as well as this is often thought of of the domain of the HR department.

I think your guide is something  anyone who works in the roles which involve resourcing talent and senior management should read as it gives very good insights into making the  transition a success, and after all, it is in their best interest.”

Jane Knightley, Manager