A few weeks ago, I came across an article in The Economist titled "What Makes a Good Manager?" It sparked something in me, so I brought it up with my leadership coaching cohort this week.
The discussion?
Lively.
What stood out most?
The realization that being a good manager isn’t about who says they’re ready or who gets the job—it’s about much more.
And honestly, it’s something that rarely comes naturally.
The Reality of Stepping into Management Without Training
One thing from the article really hit home:
80% of people who step into management receive no formal training.
Think about that.
You’re handed a leadership role and just expected to know how to manage people, motivate a team, and drive performance—with no preparation.
No wonder so many managers struggle.
One of my coachees shared a story that summed this up perfectly. They were promoted to a management role from within their own team, and they asked if they can sign up for some training as part of their onboarding. But instead of support, their manager told them:
“You already know the role because you’ve done it. What training do you need?”
And when my coachee explained they wanted management training, not product training, the manager doubled down, saying
“I didn’t get any training when I was promoted. Why should you?”
My coachee was left feeling embarrassed and confused.
Were they supposed to just know how to manage a team by osmosis?
Should they pretend to have it all figured out?
They were afraid to push further because they didn’t want to cost the company money or seem incapable.
But here’s the truth: when you don’t receive proper training, support, and mentorship, that’s when the real cost shows up— the manager suffers, the team suffers, and ultimately, the company suffers.
It’s a lose-lose-lose situation.
The Peter Principle in Action
The Economist ties it back to the “Peter Principle,” where people get promoted based on their success in unrelated roles—like a great salesperson suddenly becoming a manager—and then finding themselves completely out of their depth. When there’s no training, no guidance, we set people up to fail.
The Struggle to Build Relationships
Another coachee shared that she read in Harvard Business Review that a good manager gets to know each of their team members personally—understanding their unique qualities and personalities.
It sounds simple, right?
This principle really resonated with her, and she wanted to make sure she doubles down on it. But as she put it,
“The pressure in my role is so high that I don’t even have time to do that.”
And she’s not alone. So many leaders want to be more present, more engaged with their teams, but the daily grind, the deadlines, and the expectations make it feel impossible.
Multipliers vs. Diminishers: Amplifying Team Strengths
In another session, we discussed Liz Wiseman’s concept of “Multipliers” versus “Diminishers.” A “Multiplier” manager brings out the best in their team by amplifying their strengths and fostering growth.
But here's the thing: you can’t multiply talent if you’re constantly second-guessing your own decisions or struggling with delegation. If you’re insecure about your communication skills, or lack confidence in how to empower your team, it’s difficult to help others thrive.
These are exactly the areas that can be developed through proper training, coaching, and mentorship. Decision-making, delegation, and confidence in leadership aren't innate—they’re skills that can be fine-tuned with practice. With the right guidance, managers can learn how to shift from accidentally diminishing their team’s potential to truly multiplying it with ease. Regular feedback and coaching play a crucial role in transforming how a leader shows up for their team, creating a ripple effect of growth and success.
Learning to Lead Takes Time and Support
From these conversations, one thing stands out: good management doesn't come from being good at your job or getting promoted because you excelled in your previous role. It requires truly learning how to lead, and that doesn’t happen overnight. It takes time, real-world experience, and the right kind of guidance—whether that’s through coaching, mentorship, or formal training. Leadership is a skill that needs to be developed, not just assumed.
Why the Reluctance?
The hesitation around incorporating development activities like training and coaching into a manager's growth isn’t limited to top leadership—this "just do it" mentality has spread across many levels of corporate environments. I’ve had coachees over the years express concerns about others knowing they’re in coaching. One of them even said,
“I want people to think I know what I’m doing.”
But here’s the truth: nobody has it all figured out. The best leaders are the ones who recognize that learning never stops, who are willing to admit they don’t know everything, and who seek opportunities to grow. Great leadership isn’t having all the answers—it’s being open to learning, making mistakes, and growing from those experiences.
In reality, everyone needs a sounding board, an accountability partner. Training provides the foundation—the knowledge and theory needed to lead effectively. Sure, you can learn it all through years of trial and error, but why wait? Proper training can help you avoid some of those missteps from the start. Coaching adds another layer, giving managers a structure for ongoing reflection and growth. When you have a weekly / bi-weekly touchpoint to discuss challenges, opportunities, and progress, it keeps you accountable and ensures that you’re not just winging it or firefighting every day.
Business owners often embrace this—they treat having a coach like a badge of honor. It shows they’re serious about having the right support to build and grow their business. In corporate settings, however, there’s still this outdated perception, a bit like how therapy was viewed by older generations or in certain cultures—something you only seek out when there’s a problem.
The Mindset Shift
In the end, it all comes down to mindset. What I have myself experienced and seen in my teams, coachees, and wider network is that continuous learning isn’t a sign of weakness—it’s one of the strongest indicators of future leadership success.
So, What Do Managers Need to Thrive?
During the session, I’ve captured some key themes that consistently emerged when discussing what managers need to thrive:
To feel spacious: Managers want more breathing room in their schedules to think strategically, rather than being caught up in constant firefighting.
To feel supported: They crave genuine support from their teams, peers, and leadership—knowing they’re not navigating these challenges alone.
To feel focused: There’s a strong desire to have clarity on priorities, so they can focus on what truly matters without getting lost in endless tasks.
To feel less time-poor: Many are struggling with the overwhelming pace of work and want to regain control over their time, allowing for a better work-life balance.
To have community: Managers are looking for a sense of belonging—a community where they can share experiences, learn from others, and feel part of a collective growth journey.
To feel empowered: They want the autonomy to make decisions and lead with confidence, without second-guessing or micromanagement from above.
To have opportunities for growth: Continuous learning and professional development are key—managers want to expand their skills and advance their careers.
To feel balanced: Beyond just time management, they seek a deeper balance between their personal values and professional roles, aligning their work with their broader life goals.
The Role of Training, Coaching, and Accountability
So how do we move from good to great? It’s not just the potential or the natural innate abilities of the individual; it’s giving the individuals the right tools and the environment to thrive in their management journeys. Training, coaching, and mentorship provide the foundational skills that many managers lack when first stepping into leadership roles.
A key part of this support system is accountability. According to research from the American Society of Training and Development, individuals who commit to someone else are 65% more likely to achieve their goals. This probability shoots up to 95% if they have regular check-ins with an accountability partner. This shows the power of structured support.
Conclusion: From Firefighting to Multiplying
In conclusion, to truly be a great manager, leaders need to feel empowered, supported, and connected. They need time, space, and accountability. It’s essential for organizations to remove the stigma around management training and coaching. Instead of expecting managers to figure it all out on their own, we should be offering the right support systems—training, coaching, mentorship, and accountability.
By doing this, we help managers go from simply surviving in their roles to truly thriving, and when managers thrive, so do their teams and the organizations they lead.
What do you think? How can we shift the narrative around leadership development and normalize continuous learning and support in management roles?
-----------
Hi! I'm Merve. 👋 I help corporate leaders and business owners build high-performing teams, grow their businesses, and advance their careers.
Here are five ways you can connect with me:
Book a 1:1 Coaching Session: Tailored to your individual goals, I offer in-depth guidance, a focused strategy, and results-oriented accountability to help you navigate your professional and personal challenges for meaningful progress.
Join Signature Leadership Programs: Designed for corporate leaders and business owners at all stages of the leadership journey, these programs blend 1:1 coaching with group workshops and training, equipping you to grow your career, earnings, and business success.
Subscribe to My FREE Monthly Newsletter: Stay updated with the latest in leadership and business with insights and musings delivered directly to your inbox.
Access FREE Worksheets for Leaders: Visit The Worksheets Tab to access and download worksheets and workbooks that provide practical exercises for enhancing self-awareness, self-reflection, and fostering positive change in your leadership and team dynamics.
Follow me on LinkedIn: Connect with me on LinkedIn for daily updates, thought-provoking articles, and a community of like-minded professionals committed to continuous growth and leadership excellence. Join the conversation and stay inspired on your leadership journey.