How to Lead a Team When You’re a First Time Manager
- Mamie Kanfer Stewart
- May 13
- 4 min read
Becoming a manager for the first time is an exciting milestone, but it’s also one of the hardest transitions in a professional career. You go from being recognized for your individual contributions to being responsible for an entire team’s success. The skill set is different. The expectations are different. And often, the support you need isn’t automatically available.
James Turk, executive coach, facilitator, and author of The Giving Game: Becoming the Leader That Others Want to Follow, shares his advice for new managers and leaders stepping into a new team. With over 25 years of experience in leadership development, James outlines how to make the most of your first 45 days on the job.
Becoming a First Time Manager Is a Major Shift
Moving into management isn’t just a promotion; it’s a career pivot. You’re no longer evaluated based on how well you do your job, but on how well your team performs under your leadership. James emphasizes that this shift is emotional as much as it is professional.
Many new managers struggle with giving up the tasks they were good at and stepping into responsibilities that feel unfamiliar and uncomfortable. James urges new managers to focus on building trust in the early days. Trust starts with being honest, first with yourself and then with your team about the learning curve you're on.
Before you can lead others effectively, you need to know where you stand. What skills do you already have? Where are your gaps?
James recommends starting with the job description or leadership competencies used within your organization. Use those as your guideposts to evaluate what’s expected of you. Then, build a learning and development plan for yourself to fill the gaps. Look for books, podcasts, courses, and mentors who can help you learn and develop the skills of management. Don’t wait for your organization to guide you; take ownership of your own growth.
Build Trust Through Consistent Actions
Trust isn’t earned through one grand gesture—it’s built through small, consistent actions. That means showing up for your team, following through on your promises, and demonstrating care and curiosity about each person.
According to James, this includes
Making time for regular one-on-ones—and keeping them.
Being transparent about your intentions and plans.
Deferring to your team’s expertise when appropriate.
Creating a safe space for feedback and discussion.
Leadership is not just about communication, it’s about presence. Don’t just send emails—have the conversation. Don’t just manage—lead.
Similar to building trust, psychological safety, the belief that it’s safe to take risks, make mistakes, and express opinions, is critical for high-performing teams. And the earlier you establish it, the better.
When you're new to a team, you have a unique window to shape the environment. James suggests using language like:
“There’s a lot I don’t know yet, and I’m going to rely on your expertise as we learn to work together. I’m excited to hear your ideas and understand how you like to collaborate.”
This kind of message sets the tone: You’re invested in co-creating success as a team.
Don’t Just Look Down—Look Across
By week three or four, your attention should expand beyond your immediate team. Start building relationships with key stakeholders: peer managers, department heads, cross-functional partners, and vendors.
Use a similar approach to how you engaged with your team:
Express enthusiasm for collaborating.
Ask what’s working well and what could be improved.
Position yourself as a partner who’s there to listen, learn, and add value.
James urges new managers to make an intentional effort to gather feedback and set expectations with your stakeholders. This also helps you better understand your team’s current reputation and identify opportunities for improvement.
Move From Observation to Vision
By weeks five and six, James suggests beginning to shape a vision for your team. You’ll have more context around:
Your team’s strengths and gaps
Organizational goals and stakeholder needs
How well your current practices align with the outcomes you want
Now is the time to start answering: Why does this team exist? What is our purpose? What values will guide us?
Involve your team in these conversations. Define a shared vision and mission. Clarify what success looks like and how you’ll measure it. When the team co-creates this purpose, they’re far more likely to be invested in achieving it.
Your First 45 Days as a New Manager Set the Tone
These early weeks are your chance to establish credibility, build strong relationships, and lay the foundation for long-term success. They’re not about being perfect—they’re about being intentional.
You don’t have to know everything. Trying to appear like you do can backfire. The best new managers are the ones who listen, learn, and lead with humility and clarity.
As James Turk reminds us, “Your superpower as a new manager is that you’re new. You get to ask all the questions. You get to be thoughtful and intentional. Use that.”
If you’re stepping into leadership for the first time or just want to refresh your approach, embrace these first 45 days as a unique opportunity to set a powerful tone.
Listen to the entire episode HERE to learn more about how to ease the transition into a manager role.
Keep up with James Turk
Get The F45 Playbook!
James is providing members of Podcast+ with the F45 Playbook. Recognizing the first 45 days and the first year as critical for new managers, this playbook outlines exactly what to do in the first six weeks.
To get this bonus and many other member benefits, become a member of The Modern Manager Podcast+ Community.
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