03-30-2026IMPACT COUNCIL

17 ideas on coaching new managers

Moving from individual contributor to manager is a big leap.

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The Fast Company Impact Council is an invitation-only membership community of top leaders and experts who pay dues for access to peer learning, thought leadership, and more.

BY Fast Company Impact Council

Making the move to management is not for every employee, yet many think it’s the only option for climbing the ladder. There’s an art to coaching individual contributors who either want to take that step, or offering a promotion to someone you think is ready. It’s important to approach this not just as an opportunity, but a teachable moment. We asked our Fast Company Impact Council members how they coach team members to make this move and got much wise counsel in return. Their ideas might improve how you approach this with your employees.

I tell them I am trusting them, and in turn, they need to trust their people. Trust is giving someone an assignment and getting out of their way. Let them go do it and understand it might not be how you would do it, and that is okay. It sounds so easy but it can be so hard to let go and trust that teammate to get it done on time, on budget, and with quality. I also share that a little empathy and a few simple words can work magic: “How can I help you?” — Steven McKay, DLR Group

2. MOVE FROM HERO TO COACH

The biggest trap I see talented individual contributors fall into when they become managers is continuing to do the work instead of multiplying it. The shift from individual contributor to manager is fundamentally an identity shift from hero to coach. You stop being the one who solves the problem and start being the one who creates the conditions for others to solve it. — Hala Hanna, MIT Solve

3. FROM DOING TO DELEGATING

That transition is pivotal. The skills that make someone a strong individual contributor are different from those required to lead. I coach people to shift from doing to delegating, from execution to leverage, and to keep your arms wide, sweeping everyone forward with you. It starts with organization and clearly defining outcomes. Then it becomes about motivating others, listening closely, and giving direct, transparent feedback that drives growth. That’s our ethos: inspirational, direct, driven, empowering, and agile. — Meredith Rosenberg,........

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