Congratulations! You’ve just become a new manager. More money! More power! More responsibilities! And now, the crown jewel—you’ve got people to manage. (Cue the dramatic music.) You’ve worked hard for this, and it’s exciting, but let’s be real: managing people is no small feat.
Before you start imagining yourself as the next great leader of industry, let’s get down to business. Transitioning into a new manager role is a pivotal moment in your career. It’s not just about the tasks you delegate or the goals you set. It’s about leading people, building relationships, and setting your team—and yourself—up for long-term success.
In this article, we’ll explore what your first week as a new manager should look like and how to set your team—and yourself—up for long-term success.
Do Nothing (Except Listen)
Yes, you read that correctly. As tempting as it might be to jump in with both feet, start making decisions, and show everyone why you were promoted, the best thing you can do in your first week as a new manager is—wait for it—do nothing. Well, almost nothing.
This doesn’t mean you should go into hiding, cancel meetings, or become a Slack ghost. Instead, focus on listening. A lot. The biggest mistake new managers make is coming in and making big sweeping changes right out of the gate. Your team doesn’t want a disruptor on Day One, and it’s unlikely that drastic changes are needed that quickly. Even if you’ve been promoted from within, you’re still new to the role, and it’s essential to build trust before shaking things up.
In your first week, your primary job is to learn. Set up team-wide meetings and one-on-ones to dig into a few key things:
- What does everyone do? Sure, you probably have a good idea of what each person on your team does. Maybe you’ve even read their job descriptions. But there’s nothing quite like hearing directly from your team about what their day-to-day responsibilities look like. This is also a good opportunity to spot any gaps or overlaps in roles. And let’s face it—if one of your team members leaves or gets promoted, it’s on you to fill that gap temporarily. Understanding their role thoroughly will help you manage transitions more smoothly.
- What’s everyone’s working style? The secret to effective management isn’t just making sure the work gets done; it’s creating an environment where people can do their best work. And the truth is, everyone works differently. Some people are morning warriors who thrive on early meetings and inbox-zero before noon. Others hit their stride after lunch, needing a bit more direction. Figure out what makes each person tick and accommodate where you can. No, you don’t need to give everyone carte blanche flexibility, but being mindful of individual preferences will go a long way in boosting productivity and morale.
- What’s working well? If things are running smoothly in certain areas, don’t mess with it. The worst thing a new manager can do is start “fixing” things that aren’t broken. Learn from what’s working and consider how to apply those practices in areas that aren’t going as smoothly.
- What’s not working? This is the tougher conversation, but it’s one you need to have early on. Where are the roadblocks? Is there low morale or high turnover? Are there performance issues? While you don’t want to start your tenure by pointing fingers, understanding these problems will allow you to be proactive in solving them.
- What are your team members’ goals? In today’s workforce, the average person stays in a role for about four years. That means the people you’re managing probably aren’t planning to stick around forever. And that’s okay! The question is, what do they want to accomplish during their time in the role? Where do they see themselves in their career over the next few years? Understanding their ambitions will help you manage them more effectively—and help them grow. After all, great managers don’t just get the work done; they help create future leaders.
Reassess Your Identity As A New Manager
With great power comes great responsibility. And with a new management role comes a new identity. Christine Riordan, management expert and president of Adelphi University, suggests that new managers take a good, long look in the mirror. The reason? You need to understand the kind of leader you want to be and the kind of leader your team needs you to be.
Take some time—yes, in your first week!—to reflect on the following questions:
- What kind of leader do I aspire to be?
- What kind of leader does my team need?
- Am I going to be a change agent, shaking things up where needed?
- I someone who empowers others and builds a cohesive team?
This self-reflection isn’t just a feel-good exercise. It’s the foundation for how you’ll lead in the weeks and months ahead. The most effective leaders are intentional about how they manage. And this intentionality is key to avoiding the dreaded trap of becoming a “middle manager”—someone who coasts along without making any real impact. You don’t want that for yourself or your team.
While you’re at it, make sure you don’t let your new title inflate your ego. There’s a common misconception that managers need to take on a certain persona—a tough, no-nonsense figure who delegates from their ivory tower. Newsflash: That’s not you. That’s not anyone. Your team will perform best when they know you’re in their corner, propping them up and shining a spotlight on their achievements.
And one last thing: don’t stress too much about being liked. It’s natural to want your team to enjoy working with you, but don’t let that drive your decisions. You’re their manager first, not their best friend. Be kind, be inclusive, but set boundaries. If you focus on your team’s success instead of your own, your reputation within the company will flourish. And if you’re doing your job well, you’ll earn their respect.
Learn the Art of Managing Up
One of the less obvious skills you’ll need to master as a new manager is the ability to “manage up.” This means learning how to navigate relationships with higher-ups and using that knowledge to guide your team.
In your new role, you’ll be exposed to meetings and strategic conversations that your team may not be privy to. While you’re not expected to share confidential corporate information, there’s a benefit to passing along certain insights. For example, let your team know if an executive has a particular priority or if there’s a certain communication style they prefer. This helps your team make smarter decisions about how they interact with senior leaders.
Think of it this way: companies are run by people, and people are driven by their preferences, personalities, and quirks. Your job as a manager is to understand those nuances and help your team navigate them effectively. Share what you’re learning with your team in a way that benefits everyone.
Never Stop Learning
You may have gotten the promotion, but that doesn’t mean you’ve reached the finish line. In fact, this is just the beginning of your learning journey as a manager. To be successful, you need to stay up-to-date on changes in your industry, your company, and your team. The best leaders are adaptable, constantly evolving to meet new challenges.
Think back to a time when you worked for a manager who just seemed…stuck. They didn’t adapt. They didn’t innovate. They were content to coast. Don’t be that manager.
Stay curious. Whether it’s through reading, attending leadership seminars, or seeking feedback from peers and mentors, always be open to learning. Great leaders are lifelong learners. And if you’re lucky enough to have a mentor, lean on them. Ask questions. Seek advice. The more you invest in your development, the more you’ll be able to invest in your team’s growth.
One thing to remember: no matter how much you prepare, you’re going to make mistakes. And that’s okay. The goal isn’t perfection. The goal is to learn from those mistakes, adapt, and keep moving forward.
Conclusion
Your first week as a new manager is a critical time to establish yourself as a leader and set the tone for your tenure. It’s not about making immediate changes or proving your worth through flashy initiatives. It’s about listening, learning, and building trust with your team.
Take the time to understand your team’s goals, work styles, and challenges. Reassess your leadership identity and commit to being intentional about the kind of manager you want to be. And don’t forget to keep learning, both from your team and from other leaders around you.
Managing people is one of the most rewarding parts of any career. Done well, it’s a chance to help others grow, develop new skills, and achieve their full potential. And when you focus on building up your team, you’ll find that your own success follows naturally.
So, welcome to the world of management. You’ve got this.
About the author
David Burkus is an organizational psychologist, keynote speaker, and bestselling author of five books on leadership and teamwork.