3 Secrets Every New Manager Needs to Know

Me speaking at an HR conference

I’ve trained hundreds of managers in my job as Director of Learning & Development (L&D).

And if you’re a new or aspiring manager, I have some good news for you: every new manager struggles with the same few things, so if you know those issues when you start, you’ll have a huge leg up.

Here are three secrets I wish every leader knew when they began managing their first team:

Secret #1: You shouldn’t lead the same way your boss did

It’s natural to think you need to copy the style of whatever boss(es) you had previously. But what worked for your boss almost certainly won’t work for you because you’re a different person than they are.

For example, maybe your past boss was someone who made a lot of snap judgment decisions and acted quickly. That may have worked for them, but if you’re a slow processor who prefers to evaluate decisions from every angle, you’ll never be successful if you try to copy their style.

Leadership is a process of self-exploration. The better you know yourself as a person, the better you’ll be able to lead others.

Or if your prior manager was an assertive, top-down leader who often told the team exactly what to do, don’t feel like you need to copy their style — especially if you like to discuss ideas and build consensus before making a decision.

The only style that will never work for you is one that doesn’t align with who you are as a person. You have to find a way to lead that’s connected to your personality, your values, and your communication style.

I’ve known excellent leaders who are quiet and others who are loud. Ones who dive deep into the weeds and others who operate at a high level. Ones who are extroverted and others who are introverted.

There is no “one way” to lead. There is only your way.

And I can’t tell you what that way is because you’ll have to figure it out as you go. That’s one of the ongoing challenges of being a leader, but it’s also one of the best parts. Leadership is a process of self-exploration. The better you know yourself as a person, the better you’ll be able to lead others.

Secret #2: Everyone feels like an impostor

Nearly every leader I’ve ever trained feels like they were the wrong choice for the role. Whether they were hired directly into a managerial role from outside the company or promoted internally, most managers feel insecure.

“No matter what we’ve done, there comes a point where you think, ‘How did I get here? When are they going to discover that I am, in fact, a fraud and take everything away from me?’” -Tom Hanks

When I lead workshops with new managers, we talk a lot about impostor syndrome. And whenever the topic comes up and each manager hears that all of the others also feel like a fraud, I see everyone visibly take a breath and relax. Just knowing that other leaders feel the same way makes everyone more comfortable.

So if you recently stepped into a manager role, just know that any feelings of inadequacy you have are normal. Then remind yourself that you were selected for this role for a reason. Upper management saw leadership potential in you. You were the right pick.

One of the best ways to battle impostor syndrome is to save a record of your successes. Find a way to remind yourself how awesome you are.

Personally, I keep an email folder called “Gas in the tank,” and it’s full of reminders of projects I’ve done well, kudos I’ve received from colleagues, and anything else that can boost my confidence whenever I’m feeling discouraged.

Secret #3: You can delegate way more than just tasks

Every new manager knows they’re theoretically supposed to delegate work, but most don’t know what exactly to delegate.

There are three types of work you can delegate as a leader:

Tasks: Individual action items or projects
Decisions: The judgment call on what to do in a situation
Meetings: Attending a group discussion and offering insight

The majority of new managers only think of option #1 when delegating work. And yes, delegating tasks is important, but it’s not the only thing you should be passing over to your team.

In addition to delegating action items and projects, you should look for decisions and meetings you can delegate.

Specifically, I train managers to use the “80% rule”: If a team member can handle a task, decision, or meeting at least 80% as well as you can, you should consider delegating it to them.

That means that if your presence in a cross-department meeting only makes the discussion 10% better and one of your teammates already attends the meeting, consider bowing out and telling them they can speak on behalf of your team.

Or, if the team needs to decide how to handle a difficult client situation and you have one or two tenured team members whom you trust, consider letting them make the judgment call.

Making decisions and handling meetings are great ways for team members to learn new things and develop leadership abilities. Look for opportunities where you can allow your team to step up and take over something.

When done correctly, delegation is a superpower. It removes work from your plate while training and developing your team members.

If you recently became a new manager or you’re aspiring to become one soon, use these three secrets to speed up your learning curve: