Have you ever been promoted and thought, “Great… now what?” If that’s not happened to you, perhaps you know someone where this has happened, so you know what I’m talking about.
In my first blog, We-Are-Zenith explore the risks of promoting brilliant people into management without giving them the tools to succeed, using a North-East architectural icon (tongue firmly in cheek) the Gateshead Flyover as a very cautionary tale. Some problems don’t look like problems. That is until suddenly they are.
That was the case with the Gateshead Flyover. Quietly aging like a fine wine, minding own business, until one day engineers discovered a support pillar had deteriorated so badly it posed a collapse risk. Overnight, it shut. Chaos followed. Angry motorists (yes, I’m one of them) dealing with the carnage that ensued. And a time when major work was going on across the Tyne Bridge… well let’s not go there!
Now we’ll swap “flyover” for “new manager.”
In many organisations, we promote high performing people and hope for the best. No real training. No proper support. Just a pat on the back and a “you’ll pick it up… you’ve been doing bits of the job for years… watch that person… that’s how to do it” Sound familiar?
Sometimes people flourish. More often than not, they don’t.
This blog explores the common pitfalls of accidental managers and, more importantly, how to fix them before things grind to a halt. We’ll weave in some practical tips, simple checklists, and a few knowing nods to the reality of work life.
Because good leadership, like infrastructure, needs more than good intentions. It needs solid foundations.
Our story begins one cold morning….
Picture this.
It’s a cold morning and the school run is about to commence before the commute to work. Kids and coffee ready, time to hit the road. We’re running late and traffic is already building.
Then comes the news: the A167 flyover is closing. Immediately.
Not next month. Not “we’ll monitor it.”
Right now, like right now!
Why? Because one of the support pillars, ignored for years, had deteriorated to the point where collapse was a real risk! Scary!
One weak point and the whole system disrupted. Now, remember how we swapped “flyover” for “new manager” and that new promotion…
It’s usually not because the new manager is bad. Quite the opposite. They were promoted because they were good. But without the right support, cracks start to appear. Things like:
- Avoided conversations.
- Unclear direction.
- Quietly dipping confidence, for them and their team.
- Good people getting frustrated and sometimes leaving.
The issues don’t show overnight. They build slowly. Then suddenly, they’re not small anymore.
The 8 Accidental Manager Pitfalls (and what to do about them)
This is where most organisations will recognise themselves.
- Thrown in the Deep End or “You’ll be fine…”
You’re reliable. Consistent. High performing. So naturally, you’re promoted.
Congratulations. Now you’re managing people, performance, and problems you’ve never been trained for. No roadmap. No safety net. Maybe there’s a workshop in a few months’ time.
It’s no wonder so many new managers feel completely out of their depth.
What helps
- Proper onboarding, even for internal promotions
- A good mentor and a safe space to ask the “silly” questions
- Early training on feedback, delegation, and 1:1s
Quick sense check. Do they know what good looks like this month? If not, there’s already a wobble.
- Peer to Boss Awkwardness: “We’re still mates… right?”
One minute you’re grabbing lunch together. Next minute you’re approving holidays and having performance conversations. It can lead to avoidance, overcompensating, or just awkward silence.
What helps
- Acknowledge it openly
- Set boundaries early
- Be consistent, fairness builds respect quickly
You don’t have to stop being human. You just need to be clear.
- Role Ambiguity or “What am I actually doing now?”
If managers don’t know what success looks like, they’ll guess. And those guesses don’t always align with what the business needs.
That’s when you see busy work, mixed priorities, and frustrated teams. People often slip back into what they’re comfortable with, even when that’s no longer their role.
What helps
- Clear goals from day one
- Defined responsibilities, not just “manage the team”
- Regular check-ins to stay aligned
Simple test. Ask: “What are your top three priorities right now?” If it’s vague, pause and reset expectations.
- The Soft Skills Shock or “No-one told me it would be like this”
Suddenly, it’s no longer about your performance. It’s about everyone else’s. That means difficult conversations, emotional labour, and keeping morale up when things are tough. Skills most people have never been taught.
And they are hard, especially the first time.
What helps
- Training in communication and emotional intelligence
- Normalising “I’m still learning this”
- Space to talk through real situations
No one nails their first tough conversation. Keeping a simple reflective journal helps people see how far they’ve come.
- Conflict and Burnout: The slow build
Untrained managers often avoid conflict, miss early signs of burnout, and try to carry everything themselves. Small issues don’t stay small.
What helps
- Making wellbeing part of everyday conversations
- Tackling issues early
- Clear escalation routes so managers aren’t on their own
Two powerful questions: “What’s been frustrating you lately?” & “How are you feeling?”
- Admin Overload or “When did this become my job?”
No one warns you about this bit.
Rotas. Holidays. Reviews. Paperwork And suddenly there’s no time left to actually lead.
What helps
- Simple systems and templates
- Clear processes
- Extra support while managers find their feet
If managers are drowning in admin, there’s no capacity left for people.
- The Wrong Promotions or “They were great… just not at this”
Not everyone wants to be a manager. And not everyone should be. But management is often seen as the next step, so strong individual contributors get promoted by default.
That’s where things start to unravel.
What helps
- Clear, fair promotion criteria
- Honest career conversations
- Trial opportunities before full promotion
Being a great individual contributor is a strength. We shouldn’t lose it by default.
- “We’ve Always Done It This Way”: The hidden risk
Even experienced managers can get stuck here. Things seem fine. So nothing changes.
But under the surface, engagement dips and frustrations grow.
What helps
- Regular feedback from teams
- Ongoing development, not one‑off training
- A mindset of continuous improvement
Think of it as a leadership MOT. Better a tune‑up than a breakdown.
Practical Checklists - because we all like something tangible
For New Managers
- Do I know what success looks like this month?
- Have I had a proper 1:1 with everyone?
- Do I know what’s motivating or frustrating my team?
- Do I know where to go for support?
For HR and Leadership Teams
- Are we setting managers up to succeed or struggle?
- Is support real, not just a job title?
- Are expectations clear and visible?
- Are we checking in before things go wrong?
Accidental Manager Hack Labs
If any of this feels familiar, you’re not alone. That’s exactly why we’re launching Accidental Manager Hack Labs.
No fluff. No long lectures.
Just practical, hands‑on sessions where managers can:
- Practice real conversations
- Work through tricky situations
- Build confidence in a safe, supportive space
It’s the support most people wish they’d had earlier. If this sounds of interest, then get in touch and we can look to get you involved.
Build Something That Lasts
The Gateshead Flyover didn’t fail overnight. The warning signs were there, just ignored for too long.
Management is no different.
If we promote people without support and assume they’ll “figure it out,” we’re building on shaky ground.
But if we get it right early, with training, clarity, and honest conversations, we don’t just prevent problems.
We build better teams. Stronger leaders. And workplaces people actually want to be part of.
Now that’s something worth investing in.
