3 Things I Wish I’d Known as a New Manager

My leadership journey is similar to many middle managers: I performed well at my job, which led to a promotion, a new title, and a world of added responsibilities. I quickly learned, the skills that made me effective in my previous role were not the skills needed to lead a team.

I had to manage people, not just myself. With that came many lessons learned, and my childhood wish for a time machine came fluttering back.

1. You don’t need to know everything.

The pressure I put on myself to have every answer to any possible question was overwhelming. How could I lead people in positions that I didn’t fully understand myself?

I came to realize that a leader’s role isn’t to excel at everyone else’s job, but rather to excel at leading. A leader is a resource to their team – they need to provide support, ensure everyone has what they need to succeed, keep the team happy, and, if necessary, hold people accountable.

If I’d spent more time ensuring everyone’s priorities were aligned and resources were allocated efficiently instead of trying to figure out what everyone was doing, we would’ve been ahead of the game.

Our job is to create conditions for success, not to be the expert on every task. When you focus on aligning everyone’s efforts and ensuring they have the tools they need, you’re enabling them to reach their full potential.

Shift your energy from “knowing” to “enabling” – empower your team by providing guidance, support, and a shared vision.

When you focus on aligning everyone’s efforts and ensuring they have the tools they need, you’re enabling them to reach their full potential.

2. It’s okay to be wrong.

Just as it’s okay to not know everything, it’s also okay to be wrong. New leaders may feel the pressure to be infallible. It’s a new position, and there’s lot to prove.

Being driven is a good thing, and striving for perfection is a great goal, but giving yourself grace when you fail is key.

Failure is inevitable and mistakes happen all the time, which is why the ability to bounce back and keep your team from getting dissuaded is an essential skill for leaders.

Lifting spirits and easing the pivot to the next project is what can make the difference when steering an organization through uncertainty. It’s what prevents burnout, keeps teams motivated, and builds organizational resilience.

Be vulnerable and open about your failings. The urge to fake it is human – we want to protect ourselves. However, consider that hiding from mistakes erodes trust and faith in your leadership and you as an employee.

People prefer being real rather than dealing with a façade. If you’ve screwed up, you’re struggling, or you feel you’re not the best person for a job, admit it.

Ask for development opportunities to level up. An executive would rather have a workforce based on honesty and a desire for growth over people hoping to pass under the radar.

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3. Approach everything with curiosity.

My first two points were about giving yourself grace, being understanding, and accepting of yourself. Now it’s important to reflect that mindset onto those you lead.  

Change how you approach reaching conclusions. Stay curious to contributing factors when it comes to someone’s performance, good or bad.

If someone is showing up late, perhaps they have something going on outside of work (Shocker: People have lives outside of work).

Have you had a bad day when it’s been hard to focus? So has your team, and workplaces that understand and support that achieve higher levels of employee buy-in and engagement. Why wouldn’t someone be more dedicated to a place that treats people like people instead of a commodity?

Fostering a safe workplace that allows for vulnerability, honesty, and support pays off in spades:

• Engaged teams that are happy are more creative and more innovative.

• Teams that are aligned are more productive and efficient.

• Managers who are empathetic and real are more trusted and relatable.

An organization consists of people who are striving for the same goals. Maintaining healthy expectations for yourself and your team will create an environment that is ripe for success.

Stay curious to contributing factors when it comes to someone’s performance, good or bad.

Shift judgement to curiosity – leading with a people-first mindset is just good business.

At its core, a workplace isn’t just a collection of roles and processes – it’s a community of people working toward common goals. When managers approach their roles with empathy, openness, and curiosity, they’re not only building stronger teams, they’re building a foundation for success.

By remembering to give yourself – and your team – the space to learn, grow, and sometimes stumble, you’re setting everyone up for long-term success.