8 Insights from our International Survey on First-Time Managers
Introduction
Becoming a manager for the first time is a career milestone, but it can often come with pressure, uncertainty, and a steep learning curve.
We wanted to understand what stepping into leadership really looks like in 2025. So we asked those living it: the managers taking on their first teams, and the HR and L&D leaders supporting them.
The findings are clear: these managers are capable and committed, but they’re under strain. Many lack the time, tools, or training to lead with confidence. And too often, their reality doesn’t match the assumptions made about them.
This barometer is our way of listening and learning. It shows what matters most to new managers, where the real gaps lie, and how L&D can close them before they grow.
About the Barometer
Conducted in March 2025
4,271 first-time managers surveyed (less than 2 years in role)
441 HR Directors or Heads of Training
Covering 10 countries: UK, France, Germany, Spain, Italy, Portugal, Singapore, Brazil, Mexico, Chile
Participants from both public and private organisations with 50+ employees
Want to read the full barometer? Scan here
To be a good manager, should you have to sacrifice your own workload?
67% of first-time managers report a steady increase in workload.
The step up into management doesn’t come with a pause button. Many new managers are expected to lead while still carrying their individual workload, stretching them across two full-time responsibilities. This dual pressure often leads to stress, reduced impact, and limited time for people leadership. But on the flip side, keeping a hand in day-to-day delivery can build credibility, empathy, and team alignment — especially in fast-paced or lean organisations. The challenge is finding the balance: when does ‘doing it all’ become unsustainable, and how can leaders let go without losing touch?
Coaching Question: How are we setting up new managers to lead, not just deliver?
02
Are managers born or built?
68% of HR professionals say employees often lack the behavioural skills needed for management roles.
This stat reflects a growing truth: technical excellence doesn’t automatically translate into people leadership. Skills like empathy, communication, decision-making, and resilience need to be developed, not assumed. Yet many organisations still promote based on performance, not potential. At the same time, some argue that certain traits such as emotional intelligence or leadership presence, can’t be taught. So, where do we draw the line between training and natural fit? And how early are we identifying those with leadership potential before they step up?
Coaching Question: What are we doing to spot and grow leadership potential before it’s needed?
03
Is climbing the ladder still what drives people to manage?
Only 28% of new managers were motivated by career progression, yet 44% of HR leaders believe this is the main driver.
There’s a clear perception gap. While HR often assumes ambition is about title and trajectory, many first-time managers are driven by more grounded motivations: solving problems, supporting teams, and making a difference. This disconnect can lead to mismatched development offers and disengagement. On the other hand, it raises the question: if people aren’t motivated by progression, how do we keep them engaged and growing long term? And are we rewarding leadership in ways that actually reflect what matters to them?
Coaching Question: Are we making assumptions about what motivates our next generation of leaders?
Should we expect new managers to embrace AI?
77% of first-time managers have already integrated AI into their managerial practices.
AI is reshaping how we communicate, plan, and perform, and it’s happening fast. Many new managers are leading the charge, adapting tools to automate admin, analyse performance, and streamline workflows. But there’s also uncertainty. Not everyone feels equipped, and some worry that digital tools could depersonalise leadership or create unrealistic efficiency expectations. The opportunity exists, but are we giving managers the support, training, and space to use AI wisely?
Coaching Question: What’s our role in helping leaders use AI as an enabler, not a pressure point?
Should training happen before someone becomes a manager?
56% of new managers received training before stepping into the role.
This stat reflects a powerful shift. Rather than waiting for the promotion moment, many organisations are now preparing future managers early — building confidence, skills, and clarity before day one. It sets them up to succeed, not scramble. But there’s a risk: not everyone will end up managing, and investing too broadly, too early can stretch resources. The key is targeted readiness. So, how do we balance just-in-time development with proactive preparation?
Coaching Question: Are we preparing people to lead before the pressure hits — or waiting until they’re already under it?
06
What really defines a
high-performing manager today?
39% of first-time managers say their top priority is building a high-performing team.
Performance is no longer just about results — it’s about how those results are achieved. Today’s managers are expected to deliver on business goals and foster psychological safety, engagement, and collaboration. It’s a balancing act: drive outcomes without burning out the team. But in highpressure environments, the human element can get squeezed. So what defines performance now? Is it KPIs alone, or the health and resilience of the team that delivers them?
Coaching Question: How do we define ‘high performance’ in a way that values both output and wellbeing?
Do new managers feel supported or stretched?
47% of first-time managers say they lack time to support their teams on interpersonal and development issues.
Time is the currency of good leadership — and for many new managers, it’s in short supply. While most feel confident in their role, the workload often leaves little space for coaching, feedback, or relationship building. This creates a tension: how do we expect people to lead well if we don’t give them the time to lead at all? Yet in fast-paced organisations, carving out that space isn’t always easy.
Coaching Question: What are we doing to protect time for people leadership, not just task management?
Are soft skills now the hard edge of management?
Leadership, communication, and decision-making top the priority list for skill development, according to both managers and HR.
Soft skills have officially taken centre stage. In a complex, hybrid, fast-moving world, technical know-how is no longer enough. Managers need to lead with clarity, empathy and adaptability. But soft skills take time to build, and they’re often the first to be overlooked when training budgets are tight or schedules are packed. The question isn’t whether they’re important — it’s whether we’re prioritising them in practice.
Coaching Question: How are we embedding behavioural skills as core, not optional, in leadership development?
