The leap from being a top-performing employee to stepping into a management role is one of the biggest—and riskiest—transitions in anyone’s career. Yet many organizations continue to promote their best people and simply hope it all works out. That approach, however, often backfires.
Today, let’s explore why failing to properly onboard new managers is a critical mistake, and how a structured onboarding plan can transform that risk into a company’s greatest strategic advantage.
Think about the last person at your company who was promoted into management. Were they given the tools to lead from day one, or were they left to figure it out on their own? The answer speaks volumes about the health of an organization.
This isn’t just a minor challenge—it’s a widespread crisis. Research shows that 60% of new managers either fail or significantly underperform within their first two years. Even more concerning, 82% step into the role with little to no formal leadership training.
In other words, companies hand their brightest talent the keys to a completely new vehicle without offering a single driving lesson. Unsurprisingly, many stumble, and their teams feel the impact immediately. In fact, 40% of U.S. workers report feeling stressed because their first-time manager seemed completely unprepared.
This brings us to a familiar but dangerous figure: the accidental manager. These individuals were excellent in their previous roles—a brilliant coder, a top salesperson, a highly efficient operator. Naturally, they were promoted. But the skills that made them outstanding in one job rarely translate seamlessly into leadership. Without support, they learn by trial and, unfortunately, a great deal of error.
When a manager struggles, it doesn’t happen in isolation. The effects ripple through an entire team, department, or even the whole organization. Morale declines, productivity drops, and worst of all, top employees start looking for the exit. Over a third of workers say that having an ill-equipped manager makes them want to quit.
Think about it: we would never ask a pilot to learn on the job without rigorous training. Yet companies routinely place managers in charge of people’s careers and well-being without offering the preparation they need. The stakes are far too high for this sink-or-swim mentality.
Fortunately, there is a clear solution. Companies that invest in structured onboarding for new managers see impressive results:
These outcomes show that onboarding is not a formality—it is a powerful business investment.
But it’s not about a one-day orientation or a stack of paperwork. True onboarding is an ecosystem designed to build confident, capable leaders from day one.
An effective onboarding framework includes several key pillars:
When these pieces come together, onboarding becomes one of the highest-return investments a company can make. The benefits are clear:
This is the difference between plugging leaks in the short term and building a resilient foundation for long-term success.
So here’s the challenge: take an honest look at your company’s approach. Are you merely filling a role, or are you intentionally building your next great leader?
Because in the end, the answer to that question doesn’t just shape today—it defines the future of your business.