The First 90 Days as a Manager – What You Should Know

Stepping into a managerial role marks a significant transition in one’s professional journey. The initial 90 days are pivotal, setting the tone for your leadership style, team dynamics, and overall success. However, many new managers in the UK find themselves unprepared for the challenges ahead.

The Reality of Unpreparedness

A study by the Chartered Management Institute (CMI) and YouGov revealed that 82% of managers in the UK are “accidental managers,” having received no formal training for their roles. This lack of preparation often leads to difficulties in team management, communication, and strategic decision-making.

Moreover, research indicates that 60% of new managers fail within their first year, primarily due to inadequate training and support. These statistics underscore the importance of structured onboarding and continuous development for new managers.
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Key Challenges in the First 90 Days

1. Establishing Authority Without Alienation

Becoming a manager, especially of a team you were previously part of, can make it difficult to assert authority without disrupting existing relationships. It’s important to strike a balance between being approachable and setting clear professional boundaries.

What to do:

• Hold a team meeting early on to clarify your vision and expectations while welcoming input.
• Make it clear that while relationships matter, fairness and consistency will guide your decisions.
• Avoid overcompensating with sudden formality – build credibility through action, not distance.

2. Understanding Team Dynamics

Every team operates with its own unwritten rules, communication habits, and power structures. Jumping into changes without reading the room can alienate your team.

What to do:

• Spend time observing how decisions are made, who people go to for help, and where communication bottlenecks occur.
• Conduct one-to-one meetings with each team member during your first few weeks to get a personal view of challenges and motivations.
• Use tools like a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to understand your team’s current position.

3. Setting Clear Expectations

Without clearly defined goals and boundaries, team members may default to old ways of working or, worse, pull in different directions.

What to do:

• Set or review SMART objectives (Specific, Measurable, Achievable, Relevant, Time-bound) aligned to the team’s purpose and your organisational goals.
• Communicate how success will be measured and ensure everyone understands their contribution to the wider strategy.
• Revisit expectations regularly in 1-to-1s, especially during the first 90 days, to adjust for new information or shifting priorities.

According to the CIPD, 54% of employees say unclear goals are a major source of stress at work.

4. Time Management

New managers often fall into the trap of doing too much themselves, either to prove their capability or because delegation feels risky.

What to do:

• Audit your calendar and workload after the first two weeks. What tasks are tactical that could be delegated? What activities are truly strategic?
• Block time in your diary for planning, reflection, and proactive team engagement. These rarely feel “urgent,” but they’re vital.
• Use simple prioritisation frameworks such as the Eisenhower Matrix to separate urgent from important tasks.

Remember: Being busy isn’t a badge of honour. Your value lies in making the team more effective, not in doing everything yourself.

5. Seeking Feedback

It’s easy to fall into the trap of assuming you’re doing well, especially when people are hesitant to offer feedback to someone newly in charge.

What to do:

• Build a feedback culture early by regularly asking for input, not just in performance reviews, but informally and often.
• Ask peers or your own manager to give you honest feedback on how you’re coming across, what you might be missing, and where you’re adding value.
• Create a “temperature check” at 30, 60, and 90 days — ask: What’s working? What’s unclear? What should we try differently?

Be willing to acknowledge and act on feedback quickly. This earns credibility and sets the tone for openness.

Strategies for Success

• Develop a 30-60-90 Day Plan – Outline goals for the first three months, focusing on learning, planning, and executing.
• Engage in Active Listening – Understand team members’ perspectives, concerns, and suggestions to build trust and foster collaboration.
• Seek Mentorship – Connecting with experienced managers can provide guidance and support during this transition.
• Invest in Training – Participating in management courses enhances skills and boosts confidence.

INPD’s Support for New Managers

At INPD, we recognise the challenges new managers face. Our CMI Level 5 Leadership and Management Course is designed to equip managers with the necessary tools and knowledge to excel in their roles. Delivered by industry experts, the course covers essential topics such as strategic planning, team leadership, and effective communication.

Our flexible delivery methods, including virtual and face-to-face sessions in London and Manchester, ensure accessibility for all participants. Additionally, our in-house training can be tailored to meet your organisation’s specific needs, providing a customised learning experience.

Explore our Management Courses to empower your managerial journey.