The First-Time Manager’s Blueprint

Building a Successful Team

February 18, 2025

Congratulations – you’ve gotten what you always wanted (or at least what you thought you wanted) … your first assignment managing people! There are so many facets to managing a team, and as a first-time manager, you’re likely eager to get them all right. It’s exciting and challenging, especially when you face the prospect of bringing a new team member into your department. One of my mentees faced this situation within weeks of being assigned a people manager role.

Lynn had been working at the healthcare policy think-tank for over five years, moving steadily from an entry-level analyst to a junior manager. When she was promoted, she felt ready to lead her first team. She worked with her boss and her peers to identify a new hire to bring into her group. Her first direct report, Chuck, was a new junior analyst with an impressive background – a Master’s in Public Policy from Cambridge, experience in health economics, and a solid professional network. Lynn was excited, thinking Chuck would bring the right skills and a new energy to the team.

After the first couple of weeks, Lynn began to notice some challenges. Chuck’s approach to timelines was relaxed; he often started his workday later than the rest of the team and responded slowly to emails. She observed early on that his work sometimes lacked attention to detail, leaving Lynn to spend her own evenings and weekends correcting errors in his deliverables. It was not at all what she had expected, and the constant need to recheck his work and follow up was exhausting. To make matters more complicated, Chuck had developed a habit of using his personal laptop for work, despite Lynn’s repeated instructions to use only his work-issued laptop. She had explained to him more than once that using personal devices was a security risk, especially when handling client data. But each time she checked in with him, she found he was still using his own device.

Lynn started to internalize the situation, and was blaming herself for Chuck’s shortcomings. Where had she gone wrong?

Every manager encounters a promising new employee who is not living up to his or her potential. Whether it is a new hire, or a new transfer into your team, there are several steps you can take proactively to ease the transition time.

Focus on Effective Onboarding, Orientation, and Training

Even the most qualified and experienced new employees require an onboarding period. Getting this period right from the start decreases the need for awkward conversations later. Think about the times you wish you had held an Introductory Roommate Meeting to set some ground rules before you noticed annoying habits. By the time it started to bother you, it was too late to have the conversation. For your employee, closing gaps in onboarding and communicating expectations in the very beginning will set them on the right track in the early days. It’s your job make sure they’re familiar with the tools, resources, and processes they’ll need for their new role. Creating a structured plan for onboarding can be invaluable in ensuring that your direct report understands their responsibilities clearly.

Keys to successful onboarding:

Set a roadmap: A written onboarding plan will show clear milestones for the first few weeks and months. These steps will specify when they should aim to complete required trainings, attend orientation meetings, shadow team members, or participate in project meetings.
Introduce company culture: Initial meetings with new employees will help them understand both what needs to be done and howthings are done in your organization. You can set the tone by guiding them on communication expectations, workplace norms, operations and other protocols.
Stay open to questions: Throughout the onboarding period, make sure you remain open for any queries to avoid confusion. You may also wish to assign a ‘buddy’ as another vital point of contact during the opening few months.

Start the Relationship on the Right Foot

Taking the time to build rapport with your new direct report will create a strong foundation for trust and open communication. Start by being approachable and available for them. As you set the right cadence for 1:1 meetings – daily or weekly at first – use these opportunities to be clear about your expectations, discussing your shared goals, work values, and any positive progress or concerns. Remain open about your own learning curve as a new manager, which can foster a sense of mutual understanding.

Tips for building rapport:

Be attentive: Give them the time and space to share their perspective, interests, and any anxieties they may have. Pay attention for signals that can reveal areas where they might need additional support.
Be genuine: Show authenticity about their progress, noting where you see them doing well, and emphasize why the early investment in getting them off on the right foot is so important.
Be consistent: Establish the right patterns for your interactions, direction and communications with your new teammate. This effort will help strengthen your relationship and establish norms for your work moving forward.

Provide Clear Direction Without Micromanaging

As a new manager, you are finding your own footing with how to delegate and provide direction to your team. You will have to master the new skill of finding the balance between providing general guidance and very specific directions to your direct report. New employees may struggle with prioritization and project management, and they may require detailed initial instructions. As your new team member becomes more comfortable in the role, you will be able to loosen your oversight and empower them to manage more independently.

Tips to provide balanced direction:

Set SMART goals: SMART (Specific, Measurable, Achievable, Relevant, and Time-Bound) goals are not only relevant for Career Planning (visit our series on Career Planning here), but also for annual goals. They allow you and your direct report to track progress without ambiguity.
Check-ins: Establish regular 1:1 check-in meetings to track progress. You’ll have to find the right timing that works for you, your direct report and their workload. Some direct reports thrive with daily quick check-ins, while others may benefit from a weekly or bi-weekly meeting. It is important to have regular touchpoints, and missing these important sessions could be detrimental (see Brian’s experience here).
Encourage independence: You will be able to determine the right timing to give your direct report greater independence as you both get more comfortable during the first few weeks and months. You will see their confidence growing by encouraging them to think through potential solutions before seeking your guidance. Be clear that you will remain available to support them as they think through possible solutions.

These initial steps to getting your manager-direct report relationship off to a strong start are well worth the investment in time and energy. Checking back on our earlier example, Lynn also applied some of these principles with her new employee, Chuck:

After seeking the advice of her own manager and one of her mentors, Lynn decided to take some time to reset expectations with Chuck. She did not want the situation to continue without addressing it.

At their next regular check-in meeting, Lynn began by acknowledging Chuck’s strengths and potential and reiterated why she was excited to have him on the team. “I know you bring valuable skills and experience to the table, Chuck, and we are happy you’re here. I thought it would be a good time to talk through Phase 2 of your orientation so we can stay on the right path for your onboarding.”

Lynn outlined her approach to Chuck, and helped him set up meetings with other department heads, including the head of IT. She pointed out to Chuck that using his personal laptop, especially with sensitive client data, is not safe for their work. She made clear her expectations about her expectations for upcoming projects and ensured that Chuck knew that she was available to support him.

They set up their next meeting for a few days later, and Lynn made sure to check in with Chuck every 2 to 3 days for the next several weeks. She was optimistic that tightening up this next part of his onboarding would get them on the right track.

Call to Action

First time managers have a lot on their minds. In addition to defining and displaying your new leadership style, ensuring that your new employees are starting off successfully presents a host of challenges. By developing a positive relationship with your new direct report, you will build trust and optimize the working relationship. You will see your leadership style emerge and understand the benefits of providing the right level of attention in the early phases of this new working relationship. Follow the three tips for early success with your new employee:

Effective Onboarding, Orientation, and Training
Start the Relationship on the Right Foot
Provide Clear Direction Without Micromanaging

It takes a lot of effort and adjustment to be a good manager, and a lot of practice to become a great manager. Taking a thoughtful approach will not only strengthen your management style, but also build trust and rapport that will make future work seamless and rewarding.