Johnny C. Taylor Jr. tackles your workplace questions each week for USA TODAY. Taylor is president and CEO of SHRM, the world’s largest trade association of human resources professionals, and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”
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Question: I was recently promoted to a manager’s role, but I’ve received basically no training or guidance. Expectations are high, yet success has never been clearly defined, and I feel unprepared. Is this common after a promotion, and how should I address it without hurting my credibility? – Spencer
Answer: This happens more often than organizations would like to admit. High-performing individual contributors are promoted into management because they’ve demonstrated potential, but too often they’re expected to lead people without clear expectations or meaningful preparation. Remember, you were promoted because someone believed you could succeed. Don’t mistake a lack of training for a lack of capability.
People often assume great leaders are born, not made. I don’t buy that. Leadership is learned through experience, feedback, humility, and a commitment to continuous improvement. No one starts as a great leader, and no one ever finishes learning.
That doesn’t mean the transition is easy. Leading people requires a different set of skills than doing the work yourself, and it’s natural to feel some uncertainty. Growth often comes from stretching beyond your comfort zone, but that doesn’t mean you should have to figure everything out on your own.
Employers also have a responsibility to prepare new managers for success. People managers shape engagement, performance, and retention more than almost anyone else in an organization. Investing in their development isn’t optional. It’s good leadership, and it’s good business.
If your company isn’t providing the support you need, start with a conversation with your manager. Ask what success looks like in your role, how your performance will be measured, and what resources or development opportunities are available. Approach the conversation with curiosity and a genuine desire to grow. Credibility comes from seeking clarity, not pretending to have all the answers.
Finally, give yourself some grace. Every experienced leader can point to a first management role where they learned through trial and error. What separates those who become exceptional leaders isn’t that they begin fully prepared. It’s that they remain curious, seek feedback, and keep improving. Based on your question, you’re already demonstrating the mindset that strong leaders need. Good luck!
The views and opinions expressed in this column are the author’s and do not necessarily reflect those of USA TODAY.
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