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Succeeding as a first-time manager is a momentous career accomplishment, as this new role comes with multiple opportunities and challenges. Management is now more fluid and less organized than it has ever been. Rapid technological changes, evolving employee expectations, and the lingering effects of global events lead to a business environment that requires leaders to become adaptable, empathetic, and strategic.
From day one, first-time managers are faced with expectations that go beyond hitting performance targets or keeping the team productive—they will have to lead the change, create an inclusive and collaborative work environment, and make decisions that will align with short-term goals and the long-term vision of the organization.
Management theory includes a variety of timeless concepts, but modern leaders need something more than the everyday best practices of old. In addition to sharpening the saw of daily management, new managers will need to develop good decision-making skills, the strength to act amid uncertainty, and an instinct for when to settle and for what. They will also have to develop the ability to both wield and question emerging tools like artificial intelligence (AI). Empathy and interpersonal skills are also important for successful first-time managers because these skills drive trust and long-term motivation.
The strategies below are meant to help first-time managers succeed and become better at their jobs. They’ll help managers who are struggling with their new role and intend to lead with a sense of purpose and determination in 2025 and beyond.
Asking the question: “What’s the Cost of Waiting?”
The world favors a little too much caution, particularly in high-risk environments. Safe as it may feel to pause, hesitation can also be risky. When it comes to making the right decisions, asking what the cost of waiting is will prompt managers to go from being fear-driven to becoming risk-tolerant and future-focused.
This approach goes beyond what invariably fails and focuses on what could be lost if action is taken too late. It is not a question of losing caution but rather of recognizing that inaction is an option with unseen consequences.
The Harvard Business Review provides the example of Monica, a chief strategy officer in the midst of an economic crisis. When her team was thinking about adding a senior marketing officer, she naturally wanted to wait. But as they discussed the idea further, they saw real risks when she asked this question out loud during a meeting: “What’s the cost of waiting?” While the question didn’t eliminate uncertainty, it helped the team move forward, striking a balance between making courageous and cautious decisions.
Drawing the line: Where does AI end and human judgment begin?
The more AI gets woven into everyday business workflows, the question above arises for managers. How should they start using AI, and when should it be replaced by human decisions? It is not a clear-cut line, but knowing where to draw it may be crucial to doing things ethically.
The answer to this question will always come down to three simple factors: ethics, risks, and trust. To begin with, AI is not very good at making ethical decisions. AI is efficient—it has been designed for it, but the algorithms quickly grind to a halt when dealing with socially complex issues. Human values and compassion need to dictate these things, at least for the time being.
However, AI-driven technologies can analyze vast amounts of data and provide managers with the information needed to make smarter data-informed decisions. When it comes to strategic risks, AI can be more effective than humans, but managers will still have to make sure these decisions align with the company’s values.
Third, trust is also important. As the world moves into an age where data privacy is central, companies worldwide should also display their AI activities. First-time managers should encourage their teams to be open and transparent about AI usage. This way, they will manage to build credibility with clients as well as employees.
Developing emotional intelligence
First-time managers often need technical and decision-making skills, but great managers are set apart by their emotional intelligence. This means being able to apply empathy and high interpersonal skills on a daily basis. Emotional intelligence is vital when it comes to conflict resolution, team motivation and engagement, and it is also extremely important to delivering good feedback and building trust.
First-time managers are confronted with an important issue from day one: Moving from peer to leader means rapidly reshaping relationships with people who used to be colleagues. Managers with higher emotional intelligence can conquer this task more easily, as they can set their own boundaries and still keep the others’ respect. Moreover, managers with emotional intelligence often create an environment in which the voices of different cultures are all heard.
All of this translates to promoting better engagement at work, boosting collaboration, and building a more resilient team.
Deciding today with tomorrow in mind
Immediate pressure usually prompts managers to focus on quick wins rather than building longevity and success. However, while short-term returns are great, they are usually won at a detriment in the long term. First-time managers should ask themselves what decision they will still be able to agree on within a year from now. This will help them step back a little and take a larger view, aligning ongoing behaviors with core values and the strategic direction of their company.
Being a good manager does not mean predicting the future, but it does mean making decisions that mirror ultimate values and business objectives. This way of thinking breeds tenacity and puts a team in the driver’s seat for lasting success.
Learning from other managers
One of the first and most powerful tools a first-time manager has is access to other people’s experience. They can learn from watching current managers. It can happen through a mentor, through conversation, or by simply reflecting on what happened in a given situation. How did a former manager communicate effectively? How is a leader able to work through conflict? What are the behaviors that inspired a sense of trustworthiness or motivation? These experiences support first-time managers in building their own identities as leaders.
However, it is equally important to learn from others’ mistakes. Looking back on the challenges others have faced also means questioning their decision-making process and observing team dynamics, especially when working under pressure. These experiences can help first-time managers avoid making the same mistakes.
Collaborating with others can also help new leaders gain emotional support. Leadership can get lonely at times, so finding common ground actually helps managers feel connected and capable.
Leadership in perspective
Leading a team in 2025 means more than simply keeping projects alive. It demands strategic and emotional strength, moral literacy, and a good decision-making process. First-time managers can gain pragmatic starting points to steer their teams in the five concepts introduced in this article.
The question of “What is the cost of waiting?” can help managers overcome paralysis by analyzing the real costs of doing nothing while waiting for certainty. Choosing between AI and human judgment is equally important, and it can help managers make decisions that remain aligned with technological progress without sacrificing ethics.
Emotional intelligence also equips future leaders with the ability to form effective and high-performing teams. Furthermore, managers can step up their game by asking, “What decision today will still matter a year from now?” Consequently, they will be able to view daily decisions more holistically. Last but not least, learning from other managers can enable first-timers to become better while learning from others’ mistakes.
Combined, these five principles are a good framework to guide first-time managers in 2025, as they lead with intent and strength. While there is no silver bullet in management, these ideas can ensure success and assist new leaders in building trust in the workplace.
