Most employees have had a boss who wasn’t quite ready to lead. Maybe they avoided tough conversations, struggled to set expectations, or didn’t understand what the team needed. Most often, it’s a systemic issue.
In fact, 82% of managers are “accidental” — promoted into leadership roles without formal training or development. That means the majority of people tasked with guiding teams, making decisions, and reinforcing workplace culture are doing so without preparation.
The jump from individual contributor to manager is one of the most significant — and most misunderstood — transitions in a career. When organizations fail to support the leap, the consequences go far beyond a few awkward one-on-ones. Retention can suffer, culture breaks down, and strategic goals go unmet.
However, with the right support, accidental managers can grow into intentional leaders. It starts with equipping them with the tools, context, and confidence to lead effectively — before they’re left to learn through trial and error.
Why Good Employees Don’t Always Make Good Leaders
On the surface, it makes sense to promote high-performing employees — reward excellence and provide more responsibility. But the skills that drive individual success rarely translate directly to leadership.
Leadership requires a completely different toolkit. Instead of doing the work, managers must inspire others to perform at a high level, navigate conflict, set clear expectations, and align their teams with the organization’s strategy. Without the right preparation, new managers are left to figure it out on their own.
When that support is missing, the ripple effects are hard to ignore. New managers often feel overwhelmed, which can create uncertainty and rising stress across the team. Priorities shift, communication falters, and teams lose alignment. Without strong direction or connection to company values, even healthy cultures can unravel.
The biggest risk is retention. Employees disengage, high performers grow frustrated, and future leaders lose momentum before they’ve had a chance to succeed.
Despite all this, many companies still don’t invest in formal manager training. Some assume leadership will come naturally. Others think observing good leaders is enough. But leadership is developed with intention.
5 Ways to Develop Stronger Managers
The leadership gap won’t close on its own. New managers need practical training that reflects the demands of the role and sets clear expectations from day one. To design programs that truly prepare managers for success, focus on the following areas:
1. Build L&D around core pillars.
Start by grounding your leadership training in three key areas: how work gets done, business policies, and interpersonal leadership skills.
Managers need to understand how things function within your organization, such as how decisions are made, how teams communicate, and how projects progress. Without this context, even the most well-intentioned leader may struggle to lead effectively.
They also need to understand policies around compensation, time off, and performance management. These are critical to getting leadership right and building trust with employees.
Finally, don’t neglect interpersonal skills. Managers must lead with empathy, navigate team dynamics, and adapt to diverse communication styles to create high-performing and resilient teams.
2. Deliver content in digestible formats.
Managers are busy. They won’t sit through hours of training to find the one thing they need. Use microlearning to deliver short, focused content they can access on demand. Three-minute videos or quick-reference guides make it easier to absorb and apply information when it’s needed most.
Break down big topics into smaller lessons that can be completed in between meetings or reviewed before a conversation. This approach aligns with how people prefer to learn today and keeps training practical instead of overwhelming.
3. Offer mentorship outside the reporting line.
Give new managers access to someone they can ask questions like, “How would you handle this?” without fear of judgment. The support of a mentor outside of their direct reporting line can make it easier for them to admit what they don’t know and explore solutions openly.
Mentorship creates a safe space for trial and error, enabling new leaders to build confidence without compromising their credibility. It also provides a valuable sounding board for the types of challenges that don’t always surface in formal training.
4. Customize training based on leadership level.
The skills needed by a front-line supervisor are different from those required at the executive level. Your training should reflect that.
Entry-level managers may need more support with scheduling, giving feedback, or facilitating team meetings. Senior leaders might need deeper knowledge around strategic planning or financial oversight.
Segmenting your training by role ensures it stays relevant and meaningful at every stage of leadership.
“The skills that drive individual success rarely translate directly to leadership.”
5. Embed training into the culture (not just onboarding).
Leadership training and development are continuous processes. Regularly revisit core skills, refresh training materials, and adapt content as business needs evolve. Offer ongoing resources that support growth over time, not just during the first few months in a new role.
When leadership development becomes part of your company’s culture, managers are better equipped to lead through change, align with company goals, and grow their teams more effectively.
Better Training Leads to Better Leadership
Middle managers play a pivotal role in shaping team performance, influencing culture, and translating strategy into action. Yet far too often, they’re expected to lead without the skills or support to do it well. This disconnect can affect everything from team dynamics to company-wide outcomes.
Leadership training should be treated as a long-term investment in communication, alignment, and retention. When new managers feel prepared and supported, they’re more likely to step up with confidence and bring their teams with them.
By Amy Mosher