Part 1 of this blog series introduced the issues involved in training new managers, and Part 2 provided some tools to train them effectively. This post will wrap it up with some strategic thinking and guiding principles.

As the training leader, you can help new managers define, intuitively assess and take charge of themselves in any circumstance using a principles model. They must have room to breathe, yet they require a path to tread. Indicate how they will have an impact on the organization in their position. Explore with them what they hope to accomplish and what they bring to the company. Validate the talent they have while encouraging them to develop new skills.

Introduce company values so new managers can develop pride in the company they are now part of. Use examples from the company handbook, references of community service, and causes the company supports. Ask them what appeals to them.

Use the Company’s Strategic Plan as a Baseline.

A strategic plan is a roadmap for companies and employees. It provides on and off ramps to meet market demands and a place to return to in order to stay on course. It is an essential success tool when you train a new manager, because it relates each goal and action to a purpose.

Your guidelines help the new manager understand how department goals align with company’s mission, vision and values. Point out how the culture rewards curiosity and creativity. Revisit your personal and departmental objectives. Guide them away from “workaholic” traps like eating at their desks. Provide perspectives on ways to handle problems and when to ask for help. Inspire discovery, and reinforce that you have the manager’s back, an essential ingredient to trust and loyalty.

Explain how people succeed in the department to set boundaries, minimize the fear of crossing a line and provide space for the new manager to insert themselves into the process. For example, encourage the new manager to observe and assess before attempting to disrupt the existing system.

Invest in behavioral assessments for insights about the team. Emerging team profiles are useful for delegating project tasks and identifying skills. Follow up with coaching, individual debriefs and then a team debrief. This positive process reinforces learning, fulfillment and achievement, while helping team members feel supported and “seen.”

Consider These Guiding Principles:

  • Present, define, clarify and offer implementation strategies to teams that desire to grow innovatively and enthusiastically.
  • Dig underneath the “what“ to find the “how” to accomplish work in a meaningful, purposeful way. These dynamics are the observable areas that will shift quickly when participants buy in.
  • Buy-in reduces resistance when participants are individually coached on how their roles and functions impact the entire company.
  • Emotional intelligence is the positive predictor of general success in coping with the corporate environment. Allow it to encourage the flow of information as it unleashes an instant impact on company practices and organizational communication in all directions. This attitude can shift perspectives about company hierarchy and individual value.

Earn the Rewards.

When people achieve results, they are rewarded, and their confidence grows from there. That is why feedback and input is essential beyond the formal review. Employees need to know they are on track. For example, role-play both sides of a review meeting to prepare new managers.

Throughout training, let the new managers know you appreciate their dedication, self-referred attitude and self-reliant courage. The personal fulfillment you’ll experience as they take charge and succeed is immeasureable. It boosts your confidence and will help you achieve your goals.

Rewards as simple as a “thank you” are essential. We must take a moment to reflect and celebrate what is important to us and share gratitude for the team effort, because no one achieves alone.

Best of all, the team gains a powerful manager and role model. As a result, your role is made easier with a proactive, confident and competent colleague. Future projects will benefit from your positive, enthusiastic guidance, and new managers become the performance models for subsequent team members.


Your role is pivotal in the success of new managers. Make sure training consistently aligns the departmental with the company’s mission, vision and values. Help new managers trust their intuition, and their responses will be more assured based on experience.

Revisit your departmental objectives. Provide perspectives on ways to handle scenarios and resources to find answers. Explain how a confident, independent manager will go far in the company, because they demonstrate leadership. Make sure you have the manager’s back to build loyalty. You can track their progress, and be proud of what you have given them while ensuring your legacy by teaching and modeling well. Then, give them – and yourself – kudos for a job well done.