7 First-Time Manager Fails (and Fast Fixes That Actually Work)

You would think getting promoted would feel like a win. 

But for a lot of new managers, it feels more like being handed a grenade with no instructions. 

One minute, you are the go-to expert, doing what you do best. The next, you are managing people, running meetings, navigating conflict, and trying to lead with confidence while silently wondering if you are totally screwing it up. 

Sound dramatic? Maybe. But talk to any first-time manager, and they will tell you - it’s a lot.

Here’s the part most leadership programs gloss over: being a stronger performer does not automatically make you a strong leader. In fact, the skills that made you successful as an individual contributor are not the same skills that will help you build trust, lead with clarity, and grow a high-performing team.

The good news? You are not doing as badly as you think. And even better - every mistake you might be making is fixable. Fast. 

In this blog, I’m breaking down 7 of the most common mistakes new managers make, along with clear, actionable ways to course-correct quickly - so you can stop second-guessing yourself and start leading with real impact. 

Let’s get into it. 

Mistake 1: Acting Like a Superstar, Not a Leader

One of the biggest mistakes new managers make is holding onto the identity that got them promoted in the first place: the high achiever, the top performer, the one who could get things done faster, better, and more efficiently than anyone else. 

That identity? It served you well - until now. 

But management is more about being the coach than the MVP. 

That transition is harder than it sounds. Most managers default to what they know : doing. They keep jumping in, fixing things, answering every question, double-checking every deliverable, staying late to finish what someone else didn’t. Because it feels like leadership. Like they’re “taking ownership.” Like they’re helping. 

But what they’re really doing is creating a team that relies on them to function. 

And here’s the uncomfortable truth:

If your team can’t move without you, that’s not a sign of your strength. That’s a leadership gap.

Why It Happens

This mindset shift is hard for a reason. You likely got promoted because you were excellent at what you did. You were the one who executed flawlessly, solved problems quickly, and made sure things got done. So when you are suddenly in a leadership role, it feels natural - and safer - to keep operating that way. 

It’s also tied to self-worth. When your confidence came from being “the one who delivered,” it’s jarring to suddenly measure success by how other people perform. 

But if you stay in the weeds too long, a few things start happening:

• Your team doesn’t grow because you’re not giving them space to stretch.

• You burn out because you are trying to lead and execute at the same time. 

• You lose the big picture because you are too deep in the details. 

• You unintentionally become a bottleneck - and the work slows down.

  
  

What This Mindset Actually Costs You

Let’s break down the ripple effects if you stay stuck in superstar mode:

1. You Burn Yourself Out

You’re overloaded. You’re in the weeds. And your calendar is filled with work that isn’t even yours. You’re not leading—you’re managing chaos. And it’s only a matter of time before you hit a wall.

🔥 Burnout isn’t leadership—it’s a sign you haven’t let go.

2. Your Team Stays Dependent

If you keep jumping in to “save the day,” your team never learns how to problem-solve, stretch, or lead on their own. You become the crutch—and they stop growing.

3. You Become the Bottleneck

Everything flows through you, which slows everything down. Even if you’re fast, you’re not scalable. Your team—and your projects—can’t move without you.

4. You Miss the Big Picture

You’re so deep in task mode, you don’t have the space for strategy, coaching, culture building, or anything that actually requires leadership. You’re reactive, not proactive.

5. You Stall Your Own Growth

Senior leaders notice when you're stuck in “doer” mode. If you’re not building people, delegating well, or elevating others, you’ll be seen as dependable—but not promotable.

The Fix: Shift from Operator to Leader

Leadership is about building the conditions where other people can thrive. That means:

• Empowering your team to own their work

• Coaching instead of solving

• Delegating clearly and with trust

• Stepping back, even when you know you could do it faster

You don’t need to prove your value by doing it all. Your value is in helping others become better at their jobs. That’s what builds high-performing, sustainable teams. 

Try This Instead

✅ Ask Before You Act

Before jumping in to fix something, pause and ask:

• “Is this something only I can do?”

• “Is this a learning opportunity for someone else on the team?”

If the answer is no and yes? Let it go. 

✅ Redefine Success for Yourself

Start tracking team wins instead of just personal ones. Celebrate the moments where someone else figured it out - without your help. That’s not a ding to your leadership - it’s a sign that you are doing it right. 

✅ Coach, Don’t Control

When someone brings you a problem, resist the urge to solve it. Instead, ask:

• “What options are you considering?”

• “What support do you need from me to move forward?”

• “How do you want to handle this?”

This helps your team build confidence, critical thinking, and ownership. 

✅ Normalize Mistakes

If you have built a team that’s afraid to make decisions without your sign-off, you have built a fragile system. People grow when they are allowed to try, fail, and learn - with your support, not your interference. 

Fast Fix This Week

Pick one task you would normally take on out of habit - writing the follow-up email, building the slide deck, handling the vendor - and hand it off. Clearly communicate the outcome you need, then step back. Don’t hover. Don’t fix. Don’t redo it behind the scenes. 

Then ask yourself:

• What happened when I let go?

• What did they learn?

• What did I learn about my own leadership habits? 

Remember: your job now is not to be the best at everything. It’s to bring out the best in everyone. 

Mistake 2: Avoiding Difficult Conversations

No one loves difficult conversations. But new managers? They really avoid them—especially in the beginning.

Instead of addressing poor performance, they give it “a little more time.”

Instead of talking about a behavior that’s affecting the team, they let it slide.Instead of providing honest feedback, they water it down to the point of uselessness.

The intention feels noble: “I don’t want to hurt feelings,” “I want to keep morale high,” or “I don’t want to seem like a micromanager.”

But here’s what’s actually happening:When you avoid tough conversations, you’re choosing comfort over clarity. And that’s a short-term strategy with long-term consequences.

Why It Happens

Most new managers associate feedback with confrontation—and confrontation with conflict. And let’s be honest: many of us were never shown what healthy, direct, respectful feedback actually looks like. We’ve either experienced micromanagement or silence. Neither is helpful.

There’s also the fear of how people will react. Will they get defensive? Will they stop trusting me? Will they talk behind my back?

But here’s the flip side: the longer you avoid the conversation, the worse the issue becomes. And worse—your silence sends a message to the rest of the team:“This behavior is okay.”“This level of performance is acceptable.”“I’m not going to hold anyone accountable.”

That’s how resentment builds. That’s how culture erodes.

The Fix: Reframe Feedback as a Tool for Growth

Feedback isn’t about being harsh—it’s about being clear, caring, and honest.

Your job as a leader isn’t to keep everyone happy. Your job is to build a team where people know where they stand, what’s expected of them, and how to get better.

That means normalizing feedback as a regular, supportive part of your culture—not just something that happens when things go wrong.

Try This Instead

✅ Use a Simple Feedback Framework Keep it straightforward and kind.

Here's one that works: → What I noticed → Why it matters → What good looks like moving forward

Example:

“Hey, I noticed you’ve missed the last two project deadlines by a few days. That’s impacting our delivery timelines and our ability to meet client expectations. Going forward, I need you to give earlier heads-ups if timelines slip, so we can course-correct as a team.”

✅ Be Timely

Don’t save feedback for quarterly reviews. Feedback should be immediate (or close to it), so it’s actionable and relevant.

✅ Ditch the Feedback Sandwich

People can spot it a mile away—and it feels fake. Don’t cushion real feedback between two compliments. Instead, be direct, be kind, and give space for a real conversation.

✅ Invite Dialogue

Feedback should be a two-way conversation, not a monologue. Ask:

• “How do you see it?”

• “Is there anything getting in your way?”

• “What support would help going forward?”

✅ Practice Giving Positive Feedback Too

Not all feedback is corrective. Reinforce what’s working. When people feel recognized for their wins, they’re more open to hearing what needs improvement.

What Avoiding Difficult Conversations Actually Costs You

Let’s be clear: this mistake doesn’t just affect one moment—it can unravel your team from the inside out. Here’s what’s at stake:

1. It Damages Your Credibility as a Leader

When you don’t address issues, people stop looking to you as a leader. Why? Because real leadership requires accountability—and if you’re not holding it, someone else will. Usually, in the group chat.

2. It Lowers the Bar for Performance

When underperformance or bad behavior goes unchecked, it sets a new standard—a lower one. High performers notice. And they start disengaging or leaving.

🚨 Tolerating it = Teaching it.

3. It Creates a Culture of Avoidance

Teams mirror their leaders. If you sidestep tough conversations, they will too. Conflict festers. Feedback disappears. And people start talking about problems instead of addressing them head-on.

4. It Impacts Results (and Retention)

This isn’t just about feelings—it’s about business outcomes. Projects slow down. Clients feel the ripple effects. And eventually, your best people walk.

5. It Stunts Your Own Growth

Every time you avoid a hard conversation, you reinforce the belief that you can’t handle it. But those conversations? They’re reps. And leadership growth comes from doing the uncomfortable things until they aren’t uncomfortable anymore.

Fast Fix This Week

Pick one piece of feedback you’ve been avoiding—performance-related, behavior-related, anything. Don’t wait. Draft what you want to say, stick to the facts, keep it calm, and book the time.

Then, reflect:

• How did the conversation actually go vs. how you feared it would?

• What shifted for you? For them?

Remember: avoiding the conversation doesn’t protect your team. It protects your discomfort. And that’s not leadership—it’s hesitation disguised as kindness.

Mistake 3: Trying to Be Everyone’s Friend

It usually starts with good intentions.

You want your team to like you. You want to be approachable. You want to create a positive vibe.Especially if you were recently promoted from within the team, you really don’t want to seem like you’ve “changed.”

So you keep it casual. You say yes to everything. You downplay your new authority. You don’t hold people accountable right away. You avoid anything that might make you “the bad guy.”

But here’s the hard truth:

Trying to be everyone’s friend isn’t leadership—it’s avoidance in a nicer outfit.

And the longer you lean into it, the more it chips away at your ability to lead effectively, build trust, and set your team up for real success.

Why It Happens

This mistake runs deep—because it’s emotional. And it’s tied to identity.

For many new managers, the fear of being disliked or judged as “bossy” or “too direct” is very real.You might worry:

• “They’ll think I’m on a power trip.”

• “I don’t want to lose the relationship I had before.”

• “If I push too hard, they’ll stop trusting me.”

Add to that the pressure of wanting to prove you’re a good leader by being “cool” and easy to work with, and you’ve got a perfect storm for blurred boundaries, weak feedback loops, and people-pleasing leadership.

The truth? Being liked and being respected are not the same thing.

What Being “Too Friendly” Actually Costs You

1. It Undermines Your Authority

When you avoid setting expectations, delay hard conversations, or laugh off serious issues to keep the mood light—you teach your team that you’re not willing to lead. You’re willing to please. And people can sense that.

You might think you’re creating psychological safety. But what you’re really doing is creating ambiguity. And ambiguity breeds inconsistency and mistrust.

🙅🏽‍♀️ People don’t feel safe when the boundaries keep moving—they feel confused and on edge.

2. You Avoid Accountability—Which Hurts Everyone

When you skip over feedback, soften your message too much, or avoid difficult conversations to “keep the peace,” you’re not helping anyone.

• You’re not helping the person who needs clarity to grow.

• You’re not helping the team who sees the double standards.

• And you’re not helping yourself—because the problem still lands in your lap.

What starts as protecting the relationship often ends up damaging all of them.

3. You Create Inconsistent Standards

Trying to “keep everyone happy” leads to making decisions based on feelings instead of facts.You give more grace to the people you get along with. You make exceptions for some and not others. You start saying yes when you should say no.

And guess what? Your team notices. Even if no one says it out loud, they’re clocking every inconsistency—and trust starts to crack.

💬 Favoritism doesn’t have to be real to do damage. Perception is enough.

4. You Lose Time, Energy, and Respect

Letting things slide may feel like the easier route in the moment—but it creates messes you’ll have to clean up later.

• Projects go sideways.

• Deadlines are missed.

• Behaviors escalate.

• Team dynamics get tense.

And while you’re trying to repair relationships and re-establish boundaries, your credibility is quietly taking the hit.

The Fix: Lead with Empathy and Boundaries

You don’t have to choose between being respected or being kind. You can do both.

In fact, the best leaders do.

Leadership doesn’t mean being cold, robotic, or unapproachable. It means holding high standards with consistency, care, and clarity.

That’s where real trust comes from. Not from “being friends”—but from being dependable.

Try This Instead

✅ Redefine What It Means to Be “Supportive”

Support doesn’t mean coddling. It means giving your team what they need—which sometimes includes direct feedback, course correction, or saying no.

“I care about you, and I’m not going to let this slide because I believe you can do better.”  That’s leadership.

✅ Be Honest About Your Role ShiftIf you were promoted from within, it’s okay to name the shift:

“Our relationship will evolve now that I’m in this role. I’ll always be approachable, but I also have a responsibility to lead, hold standards, and give clear feedback. My goal is to support your growth—not just keep things comfortable.”

✅ Stay Consistent with ExpectationsWhether you’re close with someone or not, the rules are the same.

If someone misses a deadline or steps out of line—you address it. Every time.That’s how you build respect, not just rapport.

✅ Don’t Mistake Silence for SupportIf something’s off, say it. If expectations weren’t met, address it.When you stay silent to “protect the relationship,” you’re actually weakening it.

✅ Lead with Heart, But Don’t Lead with FearFear of not being liked leads to weak leadership. Lead with values instead.

• Fairness

• Clarity

• Accountability

• Growth

Those create cultures people want to be part of—not just bosses they want to grab coffee with.

Fast Fix This Week

Audit your recent conversations. Ask yourself:

• “Have I avoided giving feedback to protect the relationship?”

• “Where have I said yes to be liked, even when I shouldn’t have?”

• “Am I showing up as a leader—or as a peer trying to keep the peace?”

Then:

• Choose one area to reset expectations.

• Have the conversation.

• Lead with clarity, kindness, and strength.

Because your team doesn’t need another friend.They need a leader who has their back—and tells them the truth.

Mistake 4: Micromanaging Everything

You don’t mean to do it.You just care a lot.You want things done right. You want to stay in the loop. You want your team to succeed—and if that means checking everything, jumping in, or tweaking it yourself… well, that’s just being thorough, right?

Not exactly.

Here’s the truth:Micromanagement isn’t about control—it’s about fear.

Fear of mistakes.Fear of looking bad.Fear of being judged by your own leader.Fear that if something goes wrong, it’ll reflect poorly on you.

But if you try to control every detail, you don’t build better results—you build dependency, burnout, and resentment. Fast.

Why It Happens

Micromanagement is usually driven by insecurity—not arrogance. Especially for new managers who haven’t fully built trust in their team or in themselves as a leader.

It shows up like this:

• You’re cc’d on everything and feel anxious when you’re not.

• You rewrite emails and redo decks after your team submits them.

• You give vague feedback but expect things to be done “your way.”

• You feel like you have to “just check in” to make sure it’s on track.

• You have a hard time letting go, even after delegating.

And if you've ever been burned by a teammate dropping the ball before? You might be even more tempted to hover.

But here’s the thing: hovering doesn’t prevent mistakes—it prevents growth.

What Micromanaging Actually Costs You

1. It Erodes Trust

When you double-check everything or constantly course-correct your team, they stop trusting themselves—and they stop trusting you to let them lead.

They start to think:

• “They don’t believe I can handle this.”

• “Why bother giving my best if they’re just going to redo it?”

• “I’ll wait until I get approval before moving forward.”

Micromanagement kills initiative and confidence.

2. It Slows Everything Down

You become the bottleneck.When every decision runs through you, your team stalls waiting for input. Deadlines get pushed. Projects drag.Even if you’re fast—it’s still a one-lane highway. And it’s unsustainable.

3. It Drains Your Time and Energy

Instead of focusing on strategy, culture, or coaching—your calendar is packed with tasks you shouldn’t be doing. You’re deep in the weeds and drowning in details.

That’s not leadership. That’s execution disguised as “staying involved.”

4. Your Best People Will Leave

Top performers want trust, autonomy, and space to lead. If they feel like they’re being watched, second-guessed, or micromanaged—they’ll start looking elsewhere.

And guess who’s left? The ones who are okay with being managed down to the last detail.

🚨 Micromanagement doesn’t just hurt productivity—it reshapes your team. And not for the better.

The Fix: Lead Through Ownership, Not Control

You don’t need to be across everything. You need to build systems, trust your people, and empower them to take ownership.

Let go of the idea that “being in control” = being a good leader.

Instead, focus on visibility, clarity, and support.

Try This Instead

✅ Set Clear Expectations Up FrontMost micromanagement stems from unclear direction. If you want less handholding later, front-load your communication.

Try this:

“Here’s what success looks like. Here’s the timeline. Here’s where I’d like updates. I trust you to run with it—come to me if you hit a roadblock.”

✅ Use Check-Ins, Not Check-UpsCreate regular space to align without hovering. Weekly 1:1s, shared project trackers, or status updates let you stay informed without inserting yourself into every step.

✅ Ask Instead of InstructingInstead of jumping in with your solution, ask:

• “What’s your approach here?”

• “What’s your plan to solve this?”

• “How can I support you without taking over?”

This builds capability—not codependence.

✅ Learn to Be Okay with “Not Your Way”

If it meets the objective, aligns with the brand, and gets results—it’s good. Even if it’s not how you would’ve done it.

✅ Create a Culture of Safe MistakesThe goal isn’t perfection—it’s progress. Let your team know that it’s okay to take risks, try new approaches, and even mess up—as long as they learn and take ownership.

Fast Fix This Week

Pick one project, task, or decision where you’ve been micromanaging—and pull back.Delegate clearly, set parameters, and stay out of the way.At your next 1:1, ask:

• “What worked for you during this process?”

• “Where could I have supported differently without stepping in?”

Then listen. Adjust. And let that feedback make you a better, more empowering leader.

Because real leadership isn’t about holding tighter—it’s about letting go with intention.

Mistake 5: Not Setting Clear Expectations

Here’s a reality check most new managers don’t get:If your team doesn’t know exactly what’s expected—they can’t meet expectations.

Sounds obvious, but this is one of the most common mistakes new managers make.

And it’s not because they don’t want to be clear—it’s because they think they already are.

They assume:

• “I mentioned it in that meeting.”

• “They’ve been here long enough—they should know.”

• “It’s common sense.”

• “If it was unclear, they’d ask.”

Nope.Your team isn’t operating inside your brain. They can’t follow unspoken standards, read between the lines, or meet expectations that keep moving.

Ambiguity leads to frustration. Confusion. Missed deadlines. And eventually? A team that doesn’t trust their leader to steer the ship.

Why It Happens

New managers often avoid being “too directive” because they don’t want to seem bossy or controlling. So they try to be collaborative—but end up being vague.

They default to general language:

• “Let’s make sure this is polished.”

• “Can you get that done ASAP?”

• “Keep me posted.”

• “Just use your judgment.”

The problem? Everyone interprets that differently. Your “polished” might be their “quick and dirty draft.” Your “ASAP” could mean tomorrow—and to them, it means next week.

Without shared definitions of success, you’re both playing different games.

What Lack of Clarity Actually Costs You

1. Rework, Delays, and “Do-Overs”

When your team doesn’t understand what’s expected up front, they make decisions based on assumptions. That means you often have to redo or rework tasks, causing frustration on both sides.

And you can’t blame them. They’re executing based on the best info they had.

2. Team Frustration and Self-Doubt

High performers want to do great work. When they feel like they’re guessing, they start to lose confidence. They second-guess themselves, ask fewer questions, and feel like they’re always behind or disappointing someone.

💬 “I’m not sure what good looks like anymore” is a silent morale killer.

3. You Look Inconsistent or Unfair

If expectations are unclear, people start holding themselves (and each other) to different standards. That’s when comparisons and resentment creep in:

• “Why didn’t they have to do that?”

• “How come I got called out but they didn’t?”

• “Do the rules even matter?”

Unclear expectations = unclear accountability = unclear leadership.

4. You Lose Time for Actual Leadership

Every time you have to clarify after the fact, re-explain, or put out a fire that came from misalignment, that’s time taken away from coaching, visioning, and actual forward momentum.

The Fix: Clarity Isn’t Controlling - It’s Kind

Clear expectations don’t make you controlling—they make you a trusted leader.People feel safe and confident when they know what’s expected, how they’ll be measured, and what good looks like.

Clarity creates freedom—not restriction.

Try This Instead

✅ Define “What Success Looks Like” Up Front For every project, task, or handoff, answer the following:

• What is being asked? (Deliverable, format, timeline)

• Why does it matter? (Context and purpose)

• What does great look like? (Standards or examples)

• How will we stay aligned? (Checkpoints or updates)

• What support is available? (Resources or approvals)

✅ Put It in WritingDon’t rely on verbal agreements. Send a quick recap or document deliverables in a shared space. This avoids miscommunication and creates accountability.

✅ Use Specific Language, Not General FluffInstead of:

“Let’s get this to the finish line ASAP.”Say:“Can you send me the completed draft by Friday at 2PM with the executive summary and updated metrics included?”

✅ Ask for PlaybackAfter setting expectations, ask:

“Just so we’re on the same page—what are you taking away from this? What’s your next step?”

This isn’t condescending—it’s alignment. It ensures you both heard the same thing.

✅ Clarify Roles on Shared ProjectsGroup work can get messy without clear ownership. Define:

• Who’s leading

• Who’s supporting

• Who’s approving

• Who’s accountable for what

This reduces dropped balls, duplicated efforts, and finger-pointing later.

✅ Create Team-Wide NormsDon’t just set expectations task-by-task. Define team norms around:

• Communication

• Response time

• Meeting etiquette

• Quality standards

• Deadlines

This helps reduce the emotional labor of repeating yourself and keeps things consistent across the board.

Fast Fix This Week

Pick one project or recurring task where results have felt off. Ask yourself:

• “Have I clearly defined success?”

• “Does my team know what great looks like?”

• “Is there any part of this that I’ve assumed, but haven’t explained?”

Then:

• Reset expectations.

• Put them in writing.

• Invite questions and alignment.

Because when everyone knows where they’re going—your job becomes leading the way, not cleaning up behind them.

Mistake 6: Neglecting Relationships with Senior Leaders

When new managers step into their role, their focus often goes entirely to their team.They want to support them, coach them, protect them. They’re heads-down in execution, meetings, feedback, people management, and putting out fires.

And that’s not wrong—it’s part of the job.

But here’s what often gets neglected in the process: your relationship with your own leaders.

New managers often treat senior leadership like a performance review panel instead of strategic partners. They wait to be noticed instead of building a relationship. They focus on being good at their job—but forget to show how they’re thinking like a leader.

Big mistake.

Because managing up is just as important as managing down. And the people above you can’t support your ideas, champion your growth, or clear roadblocks—if they don’t hear from you.

Why It Happens

This usually stems from one of three beliefs:

1. “I don’t want to bother them.”You assume they’re too busy. You don’t want to look needy or self-promoting. So you stay quiet and hope your results speak for themselves.

2. “If I do great work, they’ll notice.”Spoiler: they won’t. Senior leaders are managing their own teams, priorities, and pressures. Silence doesn’t look humble—it looks disengaged.

3. “I’m still learning—I don’t belong at that table yet.”Imposter syndrome kicks in. You tell yourself you’ll speak up more once you’re more confident, more experienced, more senior.

But leadership isn’t just about delivering. It’s about communicating strategically—up, down, and across.

What This Actually Costs You

1. You Miss Out on Support, Sponsorship & Visibility

If senior leaders don’t know what you’re working on, what’s going well, or where you need backup, they can’t support you.You miss out on resources.You miss out on recognition.You miss out on being seen as someone who’s thinking beyond the day-to-day.

🎯 You can be amazing at your job—but if the right people don’t know it, you’re invisible.

2. You Appear Passive Instead of Strategic

Silence doesn’t read as “humble.” It reads as disengaged. Or unsure. Or like you don’t have a pulse on what’s happening at a higher level.

If you’re not regularly communicating key wins, risks, and needs, senior leadership starts to question whether you have a handle on your function. And guess what? That affects your credibility and long-term growth.

3. You Miss Opportunities to Influence the Bigger Picture

When you stay in your own bubble, you miss the opportunity to contribute to cross-functional decisions, big-picture planning, or culture-shaping conversations.

You might think, “That’s not my place.” But here’s the truth:

Leaders who rise are the ones who think beyond their current scope.

4. Your Team Feels the Gap

This isn’t just about you. If you’re not aligned with your leader, your team feels the impact.

• Priorities shift unexpectedly.

• Conflicting messages get passed down.

• Resourcing becomes a constant fight.

• Morale dips because decisions are being made without input from the front lines.

Managing up isn’t politics. It’s leadership.

The Fix: Lead Up, Not Just Down

You don’t need to schmooze. You don’t need to self-promote in a way that feels inauthentic. But you do need to build a proactive, transparent, and strategic relationship with your leader and their peers.

Because at the end of the day, leaders who manage up effectively get more trust, more support, and more opportunity.

Try This Instead

✅ Send a Weekly (or Bi-Weekly) Update This doesn’t have to be a novel. Just a brief, punchy snapshot:

• ✅ Wins and progress

• 🚨 Roadblocks or risks

• 🔍 Areas where you need input or approval

• 💡 Strategic insight or trends you’re noticing

This keeps your leader in the loop, builds trust, and positions you as someone who thinks ahead.

✅ Book Intentional 1:1s With Your LeaderUse that time to do more than just status updates. Try:

• “Here’s what’s working—and why.”

• “Here’s what I’m watching for next quarter.”

• “Here’s something that feels misaligned—what’s your perspective?”

• “Here’s where I’d love your input or support.”

Leaders love people who bring solutions, patterns, and proactive thinking—not just problems.

✅ Share Credit—StrategicallyUse moments with senior leadership to elevate your team’s wins. This does two things:

1. It shows you’re leading others effectively.

2. It builds goodwill while demonstrating strong leadership instincts.

“The operations team really crushed the Q3 project—huge lift by Sarah on the process redesign. I’d love to build on that momentum in Q4.”

You just highlighted results, people development, and future-focused thinking—in one sentence.

✅ Don’t Wait to Be Invited—Speak UpIf there’s a cross-functional meeting, a town hall Q&A, or a strategic planning session—raise your hand. Bring insight. Ask thoughtful questions. Show that you’re engaged beyond your silo.

✅ Treat Senior Leaders as Partners—Not Just Authority Figures

They’re people. They have blind spots. They want results. They value solutions.Approach them with curiosity, clarity, and confidence—not hesitation or fear.

Fast Fix This Week

• Draft a quick leadership update email: 3 bullets max.

• Book 15 minutes with your leader to align on one big-picture initiative.

• At your next all-hands or leadership meeting, speak up once. Add a comment, ask a question, or offer insight.

Because managing up isn’t about sucking up.It’s about stepping fully into your role as a leader—someone who sees the whole field, not just their lane.

Mistake 7: Ignoring Your Own Development

New managers tend to go all-in on supporting everyone else.

They pour energy into coaching their team, keeping projects on track, putting out fires, fixing what’s broken, helping others succeed.

And somewhere in all of that? They stop investing in their own growth.

It’s subtle. You don’t even realize it’s happening.

• You skip your own development plans because your calendar’s full.

• You stop asking for feedback because there’s too much else to manage.

• You say “I’ll deal with that later” to anything that feels personal, reflective, or long-term.

But here’s the truth: You can’t grow others if you’re not growing yourself.

And the longer you put your own development on hold, the more stuck, stagnant, and burnt out you become—not just in your role, but in your career.

Why It Happens

Let’s be honest: leadership can feel like an identity shift you’re still catching up to.

There’s a constant learning curve. You don’t want to admit you don’t know something. You don’t want to look like you’re struggling. And so, instead of investing in growth, you stay in action mode—thinking that learning on the fly is enough.

And some managers believe self-development is selfish. That taking time for their own learning, reflection, or feedback pulls focus away from their team.

🚨 But leadership is not martyrdom. It’s modeling.

When you stop growing, you teach your team that learning isn’t a priority.When you never ask for feedback, you teach them not to ask for it either.When you don’t invest in yourself, you stay stuck—and eventually? So does everyone else.

What Neglecting Your Growth Actually Costs You

1. You Hit a Leadership Ceiling

You can only lead at the level you’re currently capable of. If you’re not intentionally developing new skills—strategic thinking, influence, coaching, cross-functional leadership—you’ll plateau. Fast.

And when that happens? You get passed over for stretch assignments, promotions, and next-level opportunities—not because you’re not good, but because you haven’t evolved.

2. You Start Operating From Exhaustion, Not Intention

Without space to reflect and recalibrate, you default to reactive leadership. You’re stuck in meetings, answering questions, solving the same problems over and over—with no time to zoom out and think strategically.

Burnout isn’t always from too much work. Sometimes it’s from too little growth.

3. You Miss Out on Critical Feedback Loops

You can’t get better if you’re not actively seeking out where you need to stretch. If you’re not asking for feedback, reflecting on challenges, or checking in with your leader—you’re leading blind.

Self-awareness isn’t optional in leadership. It’s your anchor.

4. Your Confidence and Clarity Erode Over Time

You start to second-guess your decisions. You compare yourself to other leaders. You feel behind, unsure, and disconnected from your own leadership identity.

And eventually? You stop showing up with presence and purpose. You just… show up.

The Fix: Make Your Development a Non-Negotiable

Your growth isn’t a luxury. It’s your responsibility.You can’t lead boldly if you’re learning passively.

That means:

• Creating space to reflect

• Seeking out mentorship or coaching

• Building your leadership skill set intentionally

• Asking for feedback, even when it’s uncomfortable

• Investing in the next version of you

Try This Instead

✅ Block Weekly CEO TimeOne hour per week—non-negotiable. This is your space to:

• Reflect on what went well and what didn’t

• Review feedback, notes, or challenges

• Watch a leadership training video

• Read a chapter from a professional development book

• Journal on one powerful question: What does my team need from me next week that’s different from this week?

✅ Create a Quarterly Development Plan It doesn’t have to be complex. Every 90 days, identify:

• 1 leadership skill to focus on (e.g., coaching, delegation, influence)

• 1 feedback source you’ll use (e.g., 360 review, skip-levels, your boss)

• 1 resource to support your growth (podcast, course, mentor, book)

• 1 behavior you’ll measure (e.g., asking more open-ended questions, giving regular praise, reducing over-functioning)

Track progress. Adjust. Repeat.

✅ Ask Your Leader These 3 Questions

At your next 1:1, bring these to the table:

1. “What’s one thing I’m doing well that I should double down on?”

2. “What’s one thing I could shift to be more effective as a leader?”

3. “What skills do I need to develop to prepare for the next level?”

Growth starts with curiosity. Stay coachable.

✅ Normalize Talking About Growth with Your TeamMake development part of the team culture. Share what you’re working on, too.

• “I’m working on being a better delegator, so I’d love your feedback on how I’m doing that.”

• “I’m trying to be more intentional with my time—so I’m experimenting with fewer meetings and more deep work.”

• This builds psychological safety and shows your team that learning is never done—even for the leader.

Fast Fix This Week

• Block one hour in your calendar for you. Use it to reflect, read, or work on a growth goal.

• Ask one person (peer, direct report, or leader) for feedback on a leadership behavior you want to improve.

• Choose one leadership skill you want to develop over the next 30 days—and start.

Because your title might say “manager.”

But your habits determine whether you’ll stay there—or grow into something much bigger.

Final Thoughts

If you saw yourself in any of these 7 mistakes—you’re not behind.You’re exactly where you’re supposed to be.

Because the best leaders aren’t the ones who never mess up. They’re the ones who notice the patterns, own the gaps, and do something about it.

Every single one of these mistakes is common. But none of them have to be permanent.With self-awareness and intentional action, you can shift—fast.

✅ From control to trust

✅ From confusion to clarity

✅ From doing to leading

✅ From surviving to actually thriving in your role

So here’s your move:Pick one of these seven to focus on this week.Start small.Lead intentionally.Ask better questions.Let go of something that’s not serving your growth.Have the conversation you’ve been avoiding.

Because leadership isn’t a destination—it’s a practice. And the fact that you’re here, reading this, says a lot about the kind of leader you’re becoming.

Now go lead like it.