Stop Neglecting Your First-Time Managers' Development: They’re a Key Strategy for Organizational Success

Stop neglecting your first-time managers' (FTMs) development. These managers are crucial in every organization, positioned at the intersection of leadership and frontline operations. They are like the drivers of a car, while you serve as the driving instructor, guiding them to success. However, despite their crucial role and numbers, first-line managers receive limited attention and the right acknowledgement of their importance, as RBL research indicates. It's never too late to change this mindset. 

As an HR Director and Leadership Development Consultant, I’ll explain what you need to do starting today. This article will help you understand why you should prioritize their development and how to do it effectively to gain business results. 

Why do you need to put a spotlight on your first-time managers’ development? 

1.  Full-time managers lead the majority of your workforce

According to HBR, first-time managers typically constitute 50-60% of an organization’s managerial ranks and directly manage up to 80% of the workforce. This means they are your primary channel for influencing the majority of the organization.

Their effectiveness directly impacts overall productivity and employee morale, as they are responsible for translating your vision into actionable steps on the ground. Any sense of urgency you want the organization to feel will be conveyed by your first-time managers, and vice versa. 

2. Reduce your turnover costs

One of the main indicators any management or board will ask about is your organizational turnover rate. Why? Because it directly affects their bottom line. Employee turnover is expensive, costing from one-half to two times the employee’s annual salary, according to Gallup.

First-time managers play a key role in reducing these costs by enhancing employee engagement and fostering a stable workforce. Investing in their development can significantly cut these expenses.

Start by explaining to managers what turnover means and how crucial first-time managers are in attempts to reduce it. Allocating a budget for basic tools for recruitment and engagement training will likely cost less than the replacement process of your most junior employees’ salary.

3. Manage organizational change more effectively

First-time managers are essential in implementing organizational changes. Their frontline position allows them to directly manage employees affected by these changes. For example, if you are about to merge two departments into one unit, resulting in the layoff of 15% of the department’s workforce, a well-trained first-time manager can facilitate this transition smoothly, minimizing disruptions and maintaining the department’s effectiveness. 

Organizations will likely see a positive impact by involving first-time managers in the process from the beginning as much as possible, including in any decision-making stages. Now translate that into large-scale changes. Recognizing and utilizing first-time managers as key players is essential for successful implementation of any organizational initiative.

4. Empower full-time managers to become your future leaders

First-time managers are the future leaders of your organization. By investing in their development, you create a pipeline of skilled leaders ready to take on greater challenges. This ensures a steady supply of capable leaders to sustain and drive organizational success.

In his book "Leaders Eat Last," Simon Sinek emphasizes the role of leaders in creating a Circle of Safety and fostering a culture of trust, empathy, and long-term thinking. By doing so, leaders can develop first-time managers into future leaders. 

Consider your organizational succession plan and where you envision the company in two, four, and six years. Your first-time managers could potentially lead the business in just a few years. Do they have the right capabilities to run the show? 

Investing today in your organizational leadership mindset—and in your first-time managers in particular—will be one of the best investments you can make. Building an amazing organization without preparing the next generation of leaders is like winning the game but being checkmated in the end. 

5. Drive organizational success

The strength of an organization’s leadership directly impacts its success. First-time managers, with their influence over a large portion of the workforce, are crucial for driving performance and achieving organizational goals. 

In many ways, they act like the organization’s seismographs—able to sense potential issues and provide critical updates to ground control. Their ability to detect and address emerging challenges is key to ensuring the organization’s success. All we need to do is give them the opportunity to report on any challenges or changes and listen actively to their alerts.

What should leadership and organizations do to support first-time managers?

The role of leadership and internal support systems should be centered on ensuring that first-time managers have all the tools they need to undergo the perceptual and mindset transformation required for their new roles. The sooner they grasp these changes and integrate foundational tools into their skill set, the sooner positive business results will follow, and vice versa.

How to develop your first-time managers?

At the individual level:

a. Mentorship and coaching

Pair first-time managers with experienced internal mentors who can offer guidance, support, and practical advice. Complement this with regular external coaching sessions to help them navigate challenges and grow in their roles. These sessions can address perceptual gaps that often arise during the transition to management and assist in dealing with real-time dilemmas.

b. Personal development programs (PDP)

As part of your succession plan, and independent of any compensation processes, establish Personal Development Programs (PDPs) for your first-time managers. These PDPs should be created collaboratively between each manager and their direct supervisor. A PDP outlines a plan for acquiring new capabilities and skills necessary to achieve annual goals.

At the group level:

a. Leadership development programs

Offer leadership development programs that concentrate on foundational skills, such as understanding role perception gaps, providing and receiving feedback, building trust, and decision-making. 

Instead of generic “boot camps,” these should be tailor-made, long-term programs that foster a strong peer learning environment. These programs will prepare first-time managers for future leadership roles within the organization and create a structured path for advancing to the next management level. 

Engaging in peer group learning programs can help bridge the mindset gaps that first-time managers often face. Participation in such programs should be a key component of the personal development plan (PDP) for any first-time manager.

b. Comprehensive training opportunities 

Provide robust training opportunities that cover essential management skills, including communication, conflict resolution, and team management. These training options could include self-paced online courses or instructor-led sessions, depending on what works best for the individual. Ensure that these opportunities are continuous and adaptable, evolving with the managers' needs over time and part of their PDP. 

At the organizational level:

a. Regular feedback and performance reviews

Creating the right psychological space to nurture effective feedback and implementing a system of regular feedback and performance reviews will benefit your organization’s health and support first-time managers—who oversee a significant portion of the workforce—in using this tool effectively. 

Feedback acts as a growth engine within any organization. Just as engineers understand the need for continuous monitoring and adjustment to ensure system stability and goal achievement, feedback loops in organizations function similarly. Output is fed back as input, allowing for adjustments and improvements to achieve desired outcomes. 

While feedback is crucial for maintaining stability and optimizing performance, it can be challenging to give and receive since we all have our blind spots; therefore, it needs to be taught and practiced daily.

b. Encourage networking and peer learning and provide support

Facilitate opportunities for first-time managers to network and learn from their peers. Collaborative learning and peer group learning offers valuable insights and fosters a supportive community. Make this a leadership priority! 

Ensure first-time managers have access to the resources and support they need to succeed, including training materials, tools, and a supportive work environment. Initiating monthly meetings to discuss real-life dilemmas could be a great first step toward building this network and enhancing their learning experience.

Investing in your first-time managers is a strategic business decision

First-time managers are among the most valuable assets in your leadership team. Recognizing and investing in their development is crucial for both short and long-term organizational success. 

These managers have a direct impact on a large portion of your workforce, are key to managing change effectively, play a vital role in reducing turnover costs, and will eventually become your future leaders. 

By prioritizing their growth and development, you ensure that they are well-equipped to drive performance, foster a positive work environment, and contribute to the organization's overall success. 

Investing in first-time managers isn't just a strategy—it's a commitment to building a resilient, capable leadership pipeline that will support and sustain your organization’s goals for years to come.