Stepping into leadership for the first time can feel like being handed the keys to a high-performance car without ever having driven one before.
You’re excited. Proud.
And, if you’re honest, a little terrified.
Recently, I spoke with an engineer who had just been promoted into a leadership role at a major automotive company. Their technical knowledge is deep - they can talk endlessly about self-driving technology and EV roadmaps but leadership is new territory.
“I’ve spent years solving every fire that came my way.
But leadership? That’s a different kind of problem-solving.”
The problem?
Their company didn’t have a clear leadership development programme.
No playbook, no mentoring, no toolkit.
They were left to figure it out through trial and error like so many first-time leaders.
The Silent Struggle of New Leaders
Their story isn’t unique.
Many new managers are promoted because they’re exceptional individual contributors, not because they’ve been trained to lead.
This creates a painful gap:
- They know the work inside out
- But they don’t know how to lead others doing that work
Without support, these leaders can:
- Slip back into doing the work themselves instead of delegating
- Feel isolated, unsure where to turn for advice
- Burn out from constantly firefighting rather than strategically leading
Why This Matters to Organisations
When a new leader struggles, the whole team feels it:
- Morale drops when expectations aren’t clear
- Innovation slows because decisions bottleneck at the top
- Attrition rises as high performers leave for better-led teams
The company loses twice: a great individual contributor and a potential great leader.
How to Close the Gap
The solution isn’t complicated, but it requires intention:
- Provide a Leadership Toolkit
Give new leaders frameworks for feedback, delegation, and psychological safety. - Offer Coaching or Mentoring
A safe space to explore challenges accelerates growth. - Set Clear Expectations
Make the transition from technical expert to people leader explicit.
These steps transform leadership from something a new manager has to survive, into something they can thrive in.
If You’re a New Leader…
If you’re reading this and recognising yourself, you don’t have to go it alone.
Seek out support - whether through coaching, peer groups, or simply starting a conversation with someone who’s been there.
Leadership isn’t about having all the answers.
It’s about building the confidence and clarity to guide others while continuing to grow yourself.
When we finished our conversation, they said something that stuck with me:
“I thought leadership was about solving bigger problems.
Now I realise it’s about helping other people solve them.”
And that’s exactly why supporting new leaders matters - for them, their teams, and the future of your organisation.