TL;DR

• Start by clarifying expectations with your own manager so you are not guessing what “good” looks like in your first 90 days.

• Hold early 1:1s with each direct report focused on listening, context, and how you can support them rather than proving yourself.

• Communicate simply and often about priorities, what is changing, and what is staying the same to reduce uncertainty.

• Pick 1–2 early “wins” that remove friction for the team instead of trying to fix everything at once.

• Treat management as a learnable skill: reflect weekly, seek feedback, and adjust instead of aiming for perfection

How do I start strong in my first management role?

In your first weeks as a manager, focus on understanding how the team really works, building trust in 1:1s, and setting a few clear expectations so people are not guessing

You got the title, now what?

You’ve just become a manager.

Your calendar is busier,

people look to you for answers, and

it may feel like you’re supposed to suddenly know everything.

Many new managers feel proud and nervous at the same time, especially when they realize “doing the work” and “leading the work” are not the same job.

You do not need to be perfect. You do need a simple plan for your first few weeks.

Step 1: Get clear with your own manager

Before you focus on the team, get on the same page with your boss. People who do this early tend to feel more confident and make better choices in their first 90 days.

You can ask:

• “In 3 months, what would make you say this is going well?”

• “What are the top 3 things you need this team to deliver?”

• “What should I watch out for that might surprise me?”

• “Which decisions do you want me to make on my own, and which should we talk about first?”

This turns a vague goal like “be a good manager” into something you can see and aim at. It also reduces the chance of hearing “that’s not what I wanted” later on.

Step 2: Use early 1:1s to listen first

Your team already knows where things run smoothly and where they are stuck. Guides for new managers repeat the same advice: early on, listen more than you talk.

In your first couple of weeks:

• Book a 30-45 minute 1:1 with each person.

• Start with something like: “I’d like to use this time to hear how things are going and how I can support you.”

• Ask a few simple questions:

• “What’s going well that you hope we keep?”

• “What gets in your way or wastes your time?”

• “If you were in my seat, what would you look at first?”

At the end, share what you heard: “Here are a few themes I’m seeing so far…”. This helps people feel heard and gives you a clearer picture of what is really happening.

Step 3: Be clear instead of controlling

New managers often worry about micromanaging, or they swing the other way and stay too hands‑off. A better path is to be very clear about what matters and how you’ll all stay in sync.

In your first month, try to:

• Name the few big priorities:

• Write them down and share them so everyone sees the same list.

• Agree on what “good” looks like:

• For key projects, talk about outcomes, deadlines, and any boundaries so people are not guessing.

• Set simple check‑in habits:

• For example, quick weekly updates or a shared board, instead of random “how’s it going?” messages.

When people know what you care about and how to keep you updated, you can step back without disappearing.

Step 4: Look for small wins

If you try to change everything at once, you’ll wear yourself and the team out. Many resources for new managers suggest starting with a few small, visible improvements.

You might:

• Cancel or shorten a meeting that no longer makes sense.

• Fix a slow approval step that holds everyone up.

• Clean up how work is tracked so people can see what matters at a glance.

Tell the team what you’re changing and why: “You mentioned this was slowing us down; here’s what I’m trying and how we’ll see if it helps.” This builds trust and shows that speaking up leads to action.

Step 5: Give yourself room to learn

Becoming a manager changes how you see your work and yourself. You’re moving from “I get things done” to “I help other people get things done.”

A few simple habits can make that shift easier:

• End‑of‑week check‑in with yourself:

• “Where did I jump in and do the work myself? Where did I coach or support instead?”

• Ask for specific feedback:

• “What is one thing I did this week that helped you?” and “What is one thing I could do differently?”

• Expect some mistakes:

• Common lists of new‑manager mistakes all say learning in public is normal; what matters is that you adjust.

Over time, this will make it easier to have honest performance and development talks with your team without turning them into high‑stress events.

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