Becoming a first-time manager is a major shift in any professional’s journey. It’s all about doing great work, but mainly helping others excel at their work, too.
For employers, knowing how to support new managers early on makes a real difference in team performance and long-term retention.
This article covers what to expect, which skills matter most, and how to spot leadership potential before making a promotion.
Common Challenges First-time Managers Face
New managers face a few key challenges prior to becoming a trusted point of reference. After years of helping build high-performing teams, here’s what we’ve learned and how to overcome those obstacles.
Learning How to Build Trust With the Team and Peers
How can a new manager lead confidently if people don’t trust them yet? This is one of the most common hurdles for first-time managers.
Trust isn't something you get automatically with a new title: it comes from being consistent, showing transparency in decisions, and taking the time to understand the people on the manager's team.
Letting Go of Their Old Routine
Many first-time managers feel tempted to stick to what they know. After all, it’s what got them promoted in the first place.
But holding on to old tasks or day-to-day technical work can slow down the transition. Delegating is a skill that requires intention. When someone moves from being a top-performing developer, for instance, to managing a team of developers, they need to resist the urge to jump in and do the work themselves.
Becoming the Person of Reference
What happens when your team looks to the new manager for direction, support, and even motivation? Stepping into a management role means becoming the go-to person.
It’s not just about answering questions, but also setting the tone for how the team works and communicates.
Employees take cues from how they handle pressure, make decisions, and support the team through challenges. This shift in visibility can be uncomfortable at first, but it’s also a chance to shape a team culture that reflects the company's values.
Balancing New Attributions
Switching from doing to overseeing is a challenge on its own. But what happens when the new leader is also expected to juggle hiring, onboarding, performance reviews, and team dynamics?
First-time managers quickly realize that their calendar fills up with responsibilities they’ve never handled before. Time management becomes less about completing tasks and more about prioritizing what will have the biggest impact.
What are the Essential Skills for a New Manager?
Starting out as a manager is rarely just about overseeing workflows or setting deadlines. The real challenge lies in developing the right mix of people and leadership skills that support both individual and team growth.
Technical knowledge still matters, but now it’s combined with the ability to communicate clearly, understand different perspectives, and lead through change.
So, which skills truly help first-time managers make that transition smoother?
(Sufficient) Technical Skills
Does a manager need to be the best technical expert on the team? Not necessarily. But having a strong grasp of the work helps.
Technical skills give new managers the confidence to make informed decisions and hold meaningful conversations with their teams. This doesn’t mean they need to code every day or stay deep in the weeds. Instead, it’s about understanding how the work gets done and what good outcomes look like.
Active Listening
One of the fastest ways to gain trust as a new manager is by truly listening. Active listening goes beyond nodding along in meetings. It means being present, asking follow-up questions, and creating space for employees to share ideas or concerns.
When people feel heard, they’re more likely to stay engaged and take ownership of their work. This is especially important in distributed or multicultural teams, where misunderstandings can happen more easily.
Great Communication
Clear communication is the foundation of effective management. It’s not just about how well a manager speaks — it’s also about how well they align the team around goals, give feedback, and set expectations.
Miscommunication can easily slow a team down, especially when priorities shift or decisions need to be made quickly.
Whether it’s an update for company leadership or a one-on-one with a developer, new managers need to know how to tailor their tone and delivery.
The result? Less confusion, better alignment, and faster execution.
Curiosity
That might not be the first skill that comes to mind for managers, but it’s often what separates good leaders from average ones. Curious managers ask thoughtful questions, explore new ideas, and want to understand what motivates each person on their team.
When a manager stays curious, they keep learning about people, systems, and better ways to solve problems. This mindset creates room for continuous improvement, which is essential in any growing company.
Dedication to Others
A manager’s job is no longer about personal success, but rather helping other people succeed. First-time managers who shift their focus toward enabling others tend to build stronger, more resilient teams.
They take the time to coach, unblock issues, and create space for growth.
This kind of dedication shows up in small ways: giving timely feedback, advocating for team needs, or recognizing someone’s progress. It’s not about micromanaging. It’s about making sure everyone has what they need to perform at their best.
Adaptability
In a growing company, change is constant. Whether it’s a new tool, a shift in strategy, or a change in team structure, managers are often the first ones expected to adapt and help others do the same. That’s why adaptability is a must-have skill.
New managers who adapt well are quick to reassess priorities, test different approaches, and stay calm under pressure. Instead of resisting change, they guide others through it.
Advice for New Managers
Stepping into management comes with a shift in mindset. This change can feel overwhelming, but a few practical reminders can make the transition smoother and more sustainable.
Recognize Individual Strengths
Does the new leader know what makes each team member valuable? New managers should take time to understand both the technical and interpersonal skills on their team.
Everyone brings different strengths to the table, and knowing how to tap into them helps the group work better together.
It’s also about finding the balance between what motivates individuals and what moves the team forward.
Get Used to Tough Conversations
Avoiding difficult topics only delays progress. Managers who lead well learn how to address issues head-on using calm, honest communication.
Active listening and nonviolent language go a long way in keeping conversations respectful, even when the feedback is hard to hear.
Don’t Try to Have all the Answers
What should the manager do when someone asks something they don’t know? Be honest.
It’s okay to say, “I’ll find out and get back to you.” Trying to fake confidence or guess their way through an answer usually backfires.
Trust comes from transparency, not from pretending to be flawless.
Take the Lead (Inside and Outside the Group)
Being a manager means stepping up for your team, but also in broader conversations across the company.
Sometimes that means pushing back, negotiating deadlines, or helping others see their team’s priorities. A good manager advocates for their group without losing sight of company-wide goals.
It’s all About the Group
A manager’s success depends on how the team performs, not on personal output. That means shifting the focus to things like removing blockers, coordinating with other teams, and aligning efforts with broader company objectives.
The best managers make sure their team can operate at full speed.
Take Care of Yourself
What’s the point of being a great manager if they burn out in the process?
Leadership requires energy, and it can drain you if you don’t protect your time and health.
Advise the new managers to stay rested, focused, and emotionally grounded as a necessity, not a luxury.
How to Develop a New Manager?
Not everyone is meant to lead a team, and that’s okay. But when someone shows potential, it’s worth investing in their growth.
Developing a new manager starts with identifying the right person and giving them the tools to succeed.
Identify Their Will to Lead
Are they genuinely interested in helping others thrive? Management is less about control and more about support.
If someone avoids collaboration, dislikes being a point of reference, or shows little interest in people skills, they’re likely not ready for the role.
Promoting someone who lacks the desire to lead can create more problems than it solves.
Recognize Their Technical Skills
Technical understanding still plays a part, especially in engineering teams. A future manager doesn’t need to be the top coder, but they should grasp how the work gets done.
This helps them spot blockers, ask the right questions, and guide their team effectively.
Understand How They are Seen by Others
Do their teammates already turn to them for advice or support? Sometimes, the next manager is hiding in plain sight.
They may not have the title yet, but they naturally influence the group. Pay attention to how others view them.
If they’re trusted, reliable, and often called on for help, they’ve likely started building the foundation of leadership already.
Helping a first-time manager grow goes beyond setting them up for success: it’s about strengthening the entire team. With the right skills, guidance, and support, new managers can become confident leaders who move both people and projects forward.
Whether you’re promoting internally or building future leads, knowing what to look for is the first step.
Like these insights? Follow Strider's founders on LinkedIn for insights on managing remote teams and hiring top-tier developers: Nicole Barra and Neal Kemp.
