New manager mistakes are more common than most people think—and they’re not a sign of weakness.
Here’s a stat that might be both reassuring and alarming: research from Gartner shows that 60% of new managers fail within the first 24 months.
But here’s the good news—it’s not because they’re bad leaders.
According to Gallup, only about 1 in 10 people possess the natural talent to manage. And Gartner Research reports that 85% of new leaders receive no formal training when stepping into the role. Without that support, new manager mistakes are practically inevitable—organizations are expecting their people to sink or swim.
This article breaks down the 3 critical mistakes new managers make in their first years of leadership—and, more importantly, what can be done to correct them right now.
New Manager Mistake #1: Getting Stuck Between Two Worlds
A promotion from the team is exciting—but it comes with a potential trap. The new manager still wants to be “one of them.” They want to be liked.
So they avoid the hard calls, stay indecisive, or try to be both a friend and a boss at the same time.
This is an identity crisis. The role changed, but the mindset didn’t.
The new manager still shows up the way they used to—cracking the same jokes, complaining about the same things. But now, when they complain about leadership decisions, they’re actually complaining about themselves. Because they ARE leadership.
What This Looks Like in Real Life
- A call needs to be made about who gets the preferred shift, but there’s fear someone will be upset.
- A team member clearly isn’t pulling their weight, but the leader doesn’t want to be “the bad guy.”
- Decisions drag out because the goal is to make everyone happy, which is an impossible task.
Here’s the truth: a leader’s job is to be fair, not to make everyone happy.
Think of it like wearing hats. One leader who went through our Made to Lead training said she felt like she wore two hats—an employee hat and a manager hat. But that’s not how it works.
There’s only one hat now: the manager hat.
The manager’s job is to balance what the organization needs with what the team needs. Yes, step into their shoes. But remember—new managers are role models now, whether they like it or not. Their team is watching how they show up, handle pressure, and make decisions.
The Fix: Be Friendly, Not Friends
Stop trying to be everyone’s friend. That doesn’t mean a manager can’t be friendly—it just means the relationship has shifted.
Accepting that sometimes decisions will be made that people don’t like is part of the role. It helps to get clear on a leadership identity by asking: “What kind of leader do I want to be?”
Not “how do I want to be seen,” but what values drive my decisions?
Start making small decisions that build leadership identity, knowing that not everyone will always agree.
New Manager Mistake #2: Still Trying to Be the Hero
When someone was an individual contributor, their job was to do the work. They were the expert. They got recognized for being the ones who delivered.
Success came from their output, their expertise, and their ability to execute. That’s what earned the promotion in the first place.
But now? The team does the work. The manager’s success is the team’s success.
The manager’s job is to set clear expectations, show the team what “good” looks like, and then let them do it.
But that’s terrifying—because the manager knows they could do it faster, better, with fewer mistakes.
So instead, they micromanage. They hover. They swoop in and fix things without telling anyone. They do it themselves because it’s “easier and quicker.”
An Accountemps study found that 68% of employees who’ve been micromanaged reported a decrease in morale. They stop trying. They stop caring. Why would they? The manager is going to redo it anyway.
One leader we worked with kept fixing her team’s work behind their backs. She thought she was helping. For 18 months, real performance issues stayed hidden because she was covering for them. When they finally surfaced, the entire performance management process was a nightmare. The team member had no idea there was even a problem.
The Identity Shift: From Hero to Guide
Think of it this way—the hero is in the spotlight, taking the credit, saving the day. The guide is behind the scenes, pointing the way, developing potential, and coaching through challenges.
It’s a lot like the difference between a star athlete and a great coach. The coach doesn’t run onto the field and take the shot. They develop the players so the players can perform.
A good manager casts the vision for where the team is going, sets clear expectations, and doesn’t hand them all the answers. They let the team figure it out, develop their potential, and have faith that the team can perform.
The Fix: Delegate One Task This Week
Start small. Pick one task this week that would normally be done personally and delegate it.
Don’t just dump it on someone—set them up for success. Explain what good looks like. Give them the context. Then step back.
When they bring it back and it’s not exactly how it would’ve been done, resist the urge to fix it. Ask: “Is it good enough? Will it get the job done?”
If yes, let it go. If not, coach them through what needs to change and why—don’t just do it for them.
New Manager Mistake #3: Avoiding Hard Conversations (Or Bulldozing Through Them)
Most people who get promoted aren’t thinking about having hard conversations. They’re thinking about the new title, the bump in pay, and all the information they’re now privy to.
Then reality hits. Someone doesn’t perform. A peer throws them under the bus. Someone misses a deadline.
And the new manager has no idea what to do.
So they do one of two things: avoid it completely and hope it fixes itself, or come in way too harsh and damage the relationship.
The Slow Build Pattern
Here’s a common pattern for new leaders. Something happens—say a team member is late to a meeting.
- First time: “Just this once, no big deal. No need to say anything.”
- Second time: “There was probably traffic. I’ll let it slide.”
- Third time: “Nothing was said the other times, so it would be weird to bring it up now.”
So it keeps happening. The issue grows. The resentment builds. And now the conversation is ten times harder than it needed to be.
Even experienced leaders don’t enjoy giving feedback. But there is a way to have hard conversations that actually builds trust and engagement instead of destroying it.
Two Things New Managers Need to Know About Hard Conversations
First: Focus on what can be controlled, not the other person’s response. Managers can get so deep in their heads trying to predict how someone is going to react that they forget they can’t control what the other person says or does.
They can only control the input—how the message is delivered, the words chosen, and the tone used. Stop fortune-telling and focus on delivery.
Second: Manage emotions when things get hard or uncomfortable. If a leader can’t manage their emotions, those emotions will manage them, and the entire team will feel it. Managing oneself always comes before managing anyone else.
The Fix: Start Small with Feedback
Practice having small, low-stakes feedback conversations now. Don’t wait for the big issue.
Use this simple framework:
- State what was observed (facts, not judgments)
- Explain the impact
- Ask for their perspective
- Agree on next steps together
For example: “I noticed you’ve been late to our last three team meetings. When that happens, we have to recap information and it slows everyone down. What’s going on?”
Then listen. Actually listen. They might have a reason that wasn’t apparent before.
Quick Recap: The 3 New Manager Mistakes That Derail First-Time Leaders
- Getting stuck between two worlds—trying to be a friend and a boss instead of owning the leadership role.
- Still trying to be the hero—micromanaging and doing the work instead of developing the team.
- Avoiding hard conversations completely or bulldozing through them—instead of managing emotions and focusing on delivery.
How to Avoid These New Manager Mistakes Starting Today
As the Gallup research shows, most people don’t have the natural wiring to lead. Leadership isn’t supposed to come naturally. It’s rare to be a natural-born leader. Most managers have to work at it.
Pick one mistake from this list that resonated most. Just one and commit to trying one fix this week.
Small, consistent changes add up to big leadership transformation over time. And if it feels overwhelming, remember: the fact that someone is reading this means they care about getting better. That’s already more than most new managers do.
At Growth Signals, there’s nothing we love more than helping new leaders build the skills that matter. Whether it’s through our leadership training programs or our facilitation-driven workshops, we help organizations develop confident, capable managers. Get in touch today!
