What are the critical skills a manager needs to learn when they first take on the job? Read this article to find out.
Jake was an amazing project manager. He knew how to build relationships with clients, he understood the numbers behind the projects, and he was fluent in all of the latest construction technologies. When a senior project manager position came open, Jake was the obvious choice.
After the promotion, Jake was responsible for a team of six. He was excited and ready to jump in. When a client complaint came in, he immediately called the client and solved the issue. When a team member struggled with finishing a project spreadsheet, Jake took the spreadsheet home over the weekend and plugged in all of the right numbers. When a spat arose between two team members, he called the team member he knew best and told her that she was right and not to worry about the other team member.
At the end of three months, Jake’s team was in full revolt. Some felt that he was micromanaging. Others felt that he didn’t trust their work. Still others felt like he was playing favorites.
Jake was at a complete loss. But he’s hardly an outlier. Most new managers feel unprepared, and most keep it to themselves. In a 2026 Benedictine University survey of 544 managers, 74% said they hid how unprepared they felt from their team or their boss. Among Gen Z managers, that number rose to 87%.
The bottom line is that many workers who are “excellent doers” have no idea how to manage others. In spite of Jake’s best efforts, he had alienated his entire team because he simply didn’t have the skills to step into the role of manager.
To ensure a smoother transition, here are steps Jake could have taken over the first 90 days.
Days 1-30: Learn how to “lead yourself.”
The first month is all about getting your footing as a manager. Here’s what Jake could have focused on to build his foundation.
Step 1: Understanding his role.
As a manager, Jake needed to learn that success was no longer about what he could do. It was largely about what others could do.
Step 2: Knowing his superpower.
We all have natural strengths, and Jake’s was project management. But a superpower is only useful if it’s actually shared. Instead of jumping in to do the work for others, he needed to teach his team what he knew.
Step 3: Managing his energy.
Jake had no boundaries. He worked through weekends and ran himself into the ground. Then his exhaustion grew and his decision-making ability got worse. He needed to understand how to protect and maintain his energy to be more present as a manager.
Days 31-60: Learn how to “lead others.”
After focusing on yourself, the next month needs to be all about learning how to lead others and helping them build their skills. By doing so, Jake would empower his team members to do better work — and he’d build healthier relationships along the way.
Step 1: Learning how to delegate.
Learning how to delegate is how managers turn the power of one into the power of many. Jake thought he was doing his team member a favor by jumping in to finish their spreadsheet. Instead, he deflated this team member and just created more work for himself.
Step 2: Giving effective feedback.
Giving feedback gives most managers heart palpitations. But managers who know how to deliver effective feedback are so much better equipped to bring out the best in others. When the client complaint came in, Jake needed to provide feedback to his team member to help them understand how to address the issue. Feedback isn’t criticism. It’s how people get better.
Step 3: Navigating difficult conversations.
When the two team members clashed, Jake took a side and called it good. But that approach can destroy relationships and totally undermine the team’s faith in Jake’s ability to lead. Jake needed to sit down with both team members, listen to each side and help them find a way forward together. In other words, he needed to understand how to manage a difficult conversation.
Days 61-90: Learn how to “lead teams.”
After gaining insights and practical skills in managing others, Jake needed to spend the last month focusing on how to maximize the collaboration and productivity of the entire team. By doing so, he’d multiply his impact and put himself on a path to being recognized across the organization.
Step 1: Building trust and belonging.
By playing favorites, Jake sent a clear message: some people’s views mattered more than others’ views. A team does its best work when everyone feels safe to speak up and admit mistakes. Trust gets built when the manager treats everyone fairly and follows through on promises.
Step 2: Setting clear goals.
Jake’s team didn’t know what success looked like. Only Jake did, and he kept stepping in to make sure it happened. Clear, shared goals would have let his team own the work and claim their autonomy.
Step 3: Leading through change.
In today’s volatile world, every industry is facing rapid changes. Managers who build strong teams are the ones who understand how to navigate this challenge. Jake could have shared what was shifting in the marketplace and where the company as a whole was headed. By inviting his team to be part of how to solve problems, he would have spurred engagement and excitement for everyone.
The good news? Managing is a skill. And skills can be learned.
Jake didn’t fail because he wasn’t talented. He failed because no one had taught him how to manage. Like most new managers, he was handed a team and expected to figure it out on his own.
Here’s the kicker. Most managers recognize they need help — and would love the chance to learn management skills. In the same Benedictine University survey, 61% of managers said formal management education would have made them competent faster, and 81% said they would enroll in a structured program if their employer paid for it.
That’s where Upli comes in. Our training programs help managers build the core skills they need to succeed. Because the first 90 days shouldn’t be a test of survival. They should be the start of becoming a great manager.
Want to see what that looks like? Try a Turbo Training — a quick session on one essential skill — to get a taste of how we prep managers to lead with confidence, strength, and enthusiasm.
About the Author
Elicia Putnam is co-founder and CEO of Upli. She brings years of brand and culture work with management teams across industries, and before consulting she ran a tech start-up that made branding accessible to small and medium business owners. She believes every great workplace starts with great managers.