Enable the Transition to Leadership for First-Time Managers

Organizations tend to prioritize development at higher levels of leadership while first-time managers receive minimal training and support as they transition into their new roles.
Due to a lack of investment and attention, leadership development for first-time managers often comes in the form of self-help, leading many first-time managers to be ineffective.

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Our Advice

Critical Insight

Developing first-time managers is a shared responsibility that must be prioritized. Comprehensive, end-to-end development programs that include key players set first-time managers up for success and positively impact the business.

Impact and Result

Outlining expectations and including various stakeholders in first-time manager development, not just the first-time managers themselves, creates a culture of support and development that sets new leaders on the path to success and drives organizational outcomes.
Identify and address critical knowledge and competencies that your first-time managers should be well versed in, to ensure their path to leadership begins on the right foot.
Create an ongoing development program that engages learners and sustains and reinforces key concepts for demonstrated results.

Enable the Transition to Leadership for First-Time Managers Research & Tools

1. Establish first-time manager expectations in the organization

Determine first-time manager expectations according to the administration, team management, people development, and personal leadership development components of the role.

2. Assess the current state of first-time manager development initiatives

Assess existing first-time manager development activities to find gaps, establish goals, and set metrics for a new first-time manager development program.

3. Design a first-time manager development program

Add or tailor development initiatives in the new first-time managers development program to design a first-time manager learning path.

4. Implement the program and measure success

Determine a roll-out strategy for your first-time manager development program and assess the program based on feedback and analysis.

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Get the help you need in this 4-phase advisory process. You'll receive 7 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Establish first-time manager expectations in the organization

Call 1: Confirm first-time manager expectations at the organization and ensure critical components are being addressed.

Guided Implementation 2: Assess the current state of first-time manager development initiatives

Call 1: Analyze data findings to determine gaps in the existing program or initiatives.
Call 2: Set goals and metrics for the new first-time manager development programs.

Guided Implementation 3: Design the first-time manager development program

Call 1: Evaluate whether current initiatives are being met and determine how to incorporate or modify existing initiatives.
Call 2: Craft a first-time manager learning path.

Guided Implementation 4: Implement the program and measure success

Call 1: Determine an appropriate first-time manager program roll-out and communication strategy.
Call 2: Analyze data to determine program strengths and areas of improvement.

Contributors

Lorena Alcantara, HR Business Partner, Unilever Canada
Nitzan Cohen Arazi, Co-Founder, Jolt
Korinne Collins, VP, Professional Development & Education, Canadian Credit Union Association
Melanie Denis, CHRP, HR Generalist, Andrew Peller Limited
William A. (Bill) Gentry, Ph.D, Director, Leadership Insights and Analytics & Senior Research Scientist, Center for Creative Leadership
Ayiri Harrison, CHRP, HR Generalist, Info-Tech Research Group
Ed Holinski, Strategic Learning Consultant, Conduent Learning
Karmen Knezevic, Senior QA Analyst, Project Management Office Division (PMOD), Canadian Nuclear Safety Commission
Anonymous, Director Talent Management, Various Industries
Roberta Matuson, CEO, Matuson Consulting, Author of Suddenly in Charge and Talent Magnetism
Teal McAteer, Associate Professor, DeGroote School of Business at McMaster University
Linda Miller, Executive Coach and Consulting Partner, The Ken Blanchard Companies
Elena Palumbo-Sergnese CTDP, Manager, Learning & Development, HOOPP (Healthcare of Ontario Pension Plan)
Yael Rimon, Employee Success Manager, Jolt
John M. Roberts, Founder and Principal Managing Director, Philomathia Group
Rika Snip, Learning & Development Consultant, Lethbridge College