Picture yourself at the base of a towering rock wall. You’ve spent years honing your craft as a climber—your movements are instinctive, your equipment second nature, and each ascent is a personal challenge that you conquer with precision and skill. Now, imagine stepping away from the wall. You’re still an expert climber, but this time, you’re standing on the ground holding the rope for someone else. The climber you’re supporting hesitates, struggles, and doesn’t seem to hear your calls to “move right.” Frustration bubbles up. You know exactly what they should do to succeed, but you can’t climb the wall for them.
This is the essence of transitioning from individual contributor to first-time manager. It’s not just about knowing the climb; it’s about supporting someone else’s journey to the top and letting go of being a solo climber
The Mindset Gap
The leap from being a high-performing individual contributor to a manager isn’t as simple as taking on more responsibilities. It requires a fundamental shift in mindset, you need to be aware of and “mind the gap”. As a climber, your success is defined by your ability to scale walls and achieve goals. As a manager, your success depends on enabling others to succeed on top of that
Yet, many first-time managers need guidance, training, or support to face this transition. They’re handed the metaphorical rope but aren’t taught how to use it effectively. They find themselves asking and debating, “When do I pull the rope tight? When do I let it loose? How do I give feedback that inspires rather than demoralizes? When to give the feedback? How do I build trust so that the climber feels safe to take risks?”
Why Mindset Matters More Than Skills
Before diving into skills like giving feedback or delegating tasks, it’s critical to address the “why.” Why is managing others different from individual work? Why does this role require a different approach? Why do I need to consider different points of view? Without understanding the underlying mindset shift, new managers may fall back on the very instincts that made them successful individual contributors—micromanaging, solving problems themselves, or focusing on personal output rather than team growth.
One of the analogies I’ve been using for years is “holding the rope.” As a manager, your role is to provide the right amount of support and guidance to your team. Too much control, and you stifle their growth. Too little, and they might fall. Your job is to build a relationship of trust so that they feel safe to take risks and learn from their mistakes. When the mind gap settled in, learning the right models and practicing them turned out to be the easy part.
The Cost of Neglecting First-Time Managers
Organizations that fail to invest in their first-time managers, who manage up to 80% out of every organization according to HBR, are setting themselves up for failure. A study by SHRM revealed that 58% of employees have left a job due to bad management, and 84% of American workers say poorly trained managers create unnecessary work. Research shows that people don’t leave companies—they leave managers. And who are these managers most likely to be? Often, it’s the first-time manager who hasn’t been equipped with the tools or mindset to lead effectively.
Even worse, companies often default to generic training programs or “boot camps” that focus on the “How” and technical skills without addressing the emotional and psychological transition of becoming a leader. These approaches fall short because they don’t address the deeper mindset gap that new managers face.
Building Better Managers
Through 1:1 development and structured programs, we can bridge this gap. Here’s how:
- Start with the Why
Begin by helping new managers understand the fundamental shift in their role. Use analogies like the rock-climbing metaphor to make this abstract concept tangible. I’ve used it for years with a variety of managers, and it consistently works. - Focus on Trust and Relationships
Teach managers how to build trust with their teams. This involves learning when to guide, when to step back, and how to foster an environment where employees feel safe to grow. - Encourage Reflection
Provide opportunities for managers to reflect on their own mindset gaps. What instincts might hold them back? How can they shift from focusing on personal success to team success? - Make Feedback Practical and Timely
Feedback is a cornerstone of effective management and a growth engine in every organization, but it’s often mishandled. Teach managers how to give direct, actionable feedback in real-time, rather than letting issues fester. - Create Safe Spaces for Failure
New managers will make mistakes—it’s inevitable. Organizations must create a culture that allows for learning and growth, rather than punishing missteps.
The Ripple Effect
Investing in first-time managers doesn’t just benefit them; it transforms organizations. These managers serve as the crucial link between leadership and employees, shaping the culture and morale of teams. When equipped with the right mindset and tools, they not only retain top talent but also drive innovation and productivity.
Having worked with hundreds of managers over the years, just as we do at Growthspace, we specialize in transforming the climb into a shared journey. By addressing the mindset gap and focusing on precision skill development, we enable first-time managers to thrive. Because when managers succeed, their teams—and organizations—soar.
So, the next time you see a new manager holding the rope, ask yourself: Are they equipped to lead the climb?
