When a Star Performer Becomes a New Manager: What Real Leaders Do Next

You just promoted your top individual contributor to their first management role. They were the one you could always count on. They were organized, driven, and got things done with little direction. So why are they suddenly stuck? Why are deadlines missed, the team disengaged, and your once-reliable star performer second-guessing their decisions?

Most leaders don’t talk about this. High performance in one role doesn’t automatically translate to success in another. And yet, new managers are often thrown into their new role with little more than a job title and a calendar full of meetings. It’s like asking someone who’s a great tuba player to suddenly conduct the band. No sheet music. No baton. Just go.

The transition from individual contributor to new manager is one of the most fragile moments in someone’s career. It’s also one of the most critical to your organization’s future. If your new manager fails (60+% fail), the cost isn’t just theirs. You risk lower team performance, morale, and eventually, your top talent. High-performers won’t tolerate poor managers for very long before they look somewhere else.

The stakes are too high to let new managers figure it out on their own.

Why The Manager Mindset is Not Enough Anymore