The biggest myth in leadership? ‘New managers will figure it out on the job.’
We’d never tell a child to learn swimming by watching from the poolside and then diving in! Yet somehow, we expect new managers to master leadership by mere observation and trial and error.
This ‘sink or swim’ approach to management development is built on two flawed assumptions. First, it presumes every workplace has stellar managers to learn from. Reality check: in nearly every leadership program I run, at least half the participants complain that their own managers need the training as much as they do!
Second, it treats leadership as a passive skill that can be absorbed through osmosis rather than what it truly is – a complex combination of mindset, skillset and toolset that requires deliberate practice, feedback, and guidance.
The transition from peer to manager is particularly challenging. You’re not just learning new skills; you’re navigating a fundamental shift in relationships and responsibilities. Expecting someone to master this through observation alone is like expecting someone to perfect their breaststroke by watching Olympic swimmers on TV.
Just as we invest in swimming lessons with qualified instructors, we need to invest in proper leadership development. The cost of not doing so? Teams that struggle, managers who flounder, and a workplace culture that perpetuates mediocrity.
What was your experience as a new manager? Did you receive structured training, or were you expected to ‘figure it out’ on your own?
