First Time Manager: How to Turn Great Experts into Successful Leaders

The Hidden Gems in Your Company: Why Investing in First-Time Managers is Crucial

Last week, I was talking to the CEO of an IT company, who told me, “We’ve been looking for a senior manager for six months. We’ll pay whatever it takes.” A few desks away from her office sits Marina—brilliant, dedicated, and a natural leader. But no one saw her as a potential manager because Marina is “too valuable” in her current role.

This story hits me every time. After 15 years of working with organizations, my heart still sinks a little when I see how we overlook the gems in our ranks. When I watch brilliant professionals drown in new management roles without proper support. Or even worse – when I see companies signing expensive contracts with head-hunting agencies rather than investing in the development of their people.

This is not just a business failure. It’s a personal drama for each of those experts who become managers overnight. I remember Mark, an outstanding programmer, who told me after three months in a management position: “For the first time in my life, I feel like I don’t know what I’m doing.” And I knew the problem was with the system, not with Mark.

Why is this important?

The statistics are devastating:

• 60% of new managers never receive formal training
• 47% of companies lose talented people in the first year after their promotion
• Team productivity can drop by up to 50% during the transition period

But behind these numbers are real stories. Stories of brilliant professionals who suddenly find themselves in a role they are not prepared for. Programmers who no longer program. Designers who don’t design. Surgeons who don’t operate. Instead, they have to lead, motivate, delegate, and resolve conflicts.

That’s why, having worked with over 1000 managers, founders, and directors, I’ve paid special attention to developing a program that addresses the key challenges in this transition. It’s important to understand that management is not an innate skill, but a set of competencies that can be learned, developed, and improved through a structured approach.

Through six carefully designed modules, the program guides new managers on a journey from expert to leader. You can develop such a program yourself, surely even better. Please do so. Here’s what I suggest it should contain:

1. Management Fundamentals

• Understanding what management really is: Moving from individual contribution to enabling the success of others. A manager is not a “super-performer” but a person who creates the conditions for team success.
• Finding an authentic leadership style: From autocratic to laissez-faire approaches, every manager must find a style that suits both them and the team. The key is flexibility and adapting the style to different situations and team members.
• Balancing process and people: Establishing a system that enables efficiency but does not stifle creativity and initiative. Focusing on results through the development of people, not at their expense.
• Building trust: The foundation of successful management is trust – how to build it through transparency, consistency and integrity.

“I thought I had to be like my previous boss. Through the program, I realized that I can lead the team in my own way. That realization changed everything.” – Milica S, Sales Manager

2. The Role of the Manager

All the roles of a manager I have summarized in POViK – the manager’s task is to Plan, Organize, Lead and Control. Each activity leads to one of these roles and implies:

• Clear distinction between the old and new roles: Stop “doing” and start “enabling”.
• Understanding that old expertise becomes a tool for developing others, not the primary focus.
• Avoiding the micromanagement trap: How to recognize the signs of excessive control and develop trust in the team.
• Practical techniques for delegating and monitoring without interference.
• Building credibility in the new role: Establishing authority through expertise, integrity and commitment to team development. How to gain respect without relying on position.
• Developing a strategic perspective: Moving from operational to strategic thinking. How to see the “bigger picture” and lead the team towards long-term goals.

“My biggest challenge was to stop ‘saving’ every project myself. I learned how to trust the team and let them solve problems their own way.” – Stefan K, Tech Lead

3. Time and Priority Management

• Prioritization matrices in practice: Concrete tools for distinguishing important from urgent. How to avoid the “tyranny of the urgent” and focus on truly important tasks.
• Delegation according to the expert model: A structured approach to delegation based on assessing team members’ readiness. From direct instructions to complete autonomy.
• Efficient planning and organization: Techniques for long-term, medium-term and short-term planning. How to reconcile individual and team priorities.
• Managing interruptions and distractions: Practical strategies for maintaining focus and productivity in a dynamic environment.

4. Decision Making and Problem Solving

• Structured approach to decision making: A 5-step model that leads from problem identification to solution implementation. How to avoid the “analysis-paralysis” trap.
• Involving the team in the process: Techniques for effectively gathering input and creating a sense of ownership over decisions.
• Balancing consultation and decisiveness.
• Conflict management: A proactive approach to conflict as an opportunity for growth and improvement. Practical tools for mediation and resolving interpersonal challenges.
• Risk and consequence analysis: How to assess the short-term and long-term implications of decisions. Developing the ability to make difficult decisions.

5. Team Management

• Understanding individual motivators and creating an environment that encourages engagement.
• Practical techniques for recognizing and activating intrinsic motivation.
• SBI feedback model: A structured approach to feedback that focuses on behavior and impact. How to give constructive criticism that leads to improvement.
• Team member development: Creating individual development plans. How to recognize potential and create opportunities for growth.
• Building a team culture: Creating an environment that encourages collaboration, innovation and mutual support.

“The SBI feedback model has completely changed the dynamics in my team. From uncomfortable conversations that I avoided, we have come to open communication that develops us all.” – Jelena P, HR Manager

6. FAQ and Traps for New Managers

• Most common mistakes and how to avoid them: From taking on too many operational tasks to avoiding difficult conversations.
• Practical solutions based on real experiences.
• Practical solutions for everyday challenges: How to deal with resistance to change, lack of motivation, conflicts in the team.
• Advice from experienced managers: Lessons learned through practice, including how to balance different aspects of the role and stay focused on priorities.
• Building a support network: The importance of mentoring, “peer learning” groups and continuous professional development.

“It was worth more than anything to hear the experiences of other managers and realize that they themselves were going through the same challenges as me. Their advice is invaluable.” – Nikola M, Product Manager

The belief that a great professional will automatically become a good manager is a myth that costs us dearly. But with the right support, a structured approach and time to learn, this transition can be successful.

That’s why I developed the First Time Manager Master Class Sprint – an intensive three-day program that covers all the key aspects of this transformation. But more importantly, I am open to sharing everything I know with organizations that want to develop their own internal programs for first-time managers. Get in touch – I’ll give you all the resources and knowledge to create a program yourself and retain your best people, getting the best for them and for yourself. Your valuable people deserve it.

Because at the end of the day, it’s not about the program. It’s about creating an environment where talented people can grow, develop and lead others to success.

Dr. Dragana Vujović Đermanović is a business mentor and expert in leadership development with over 20 years of experience. She holds a PhD from the Faculty of Technical Sciences in the field of Industrial Engineering and Engineering Management. Through her work, she has helped more than 1000 managers, founders and directors develop their full potential.