The challenges of managing first-time managers 

There’s plenty of advice out there (including from us) on how to become a better manager using 1:1s as the driver, yet far less attention is given to what happens when your role evolves and you are no longer managing individuals but managing first-time managers.  

With this step up comes a big shift and while 1:1s are still the most powerful tool you’ve got, their purpose and what they now need to deliver look very different.  

What makes managing first-time managers different? 

Promoting someone into their first management role is a critical moment for them and the business. It’s the point at which hands-on execution shifts toward team-level accountability and where success starts to depend on their ability to coach performance, give feedback, support development and navigate a whole new set of experiences they aren't yet familiar with. 

What does this mean in practice?

When you’re managing a first-time manager, your 1:1s still cover individual performance, but must also focus on team dynamics and how their direct reports are progressing.

New managers also need the time and space to pressure-test decisions, soundboard difficult calls and get clear on what good management looks like. 

The reality is that managing first-time managers means tackling a unique set of challenges. Your job is to: 

• Empower them to lead with clarity, confidence and accountability
• Share organisational context that aids judgement calls and effective prioritisation
• Reinforce the mindset shift from doing the work to leading the team
• Connect their day-to-day to longer-term outcomes (strategy, culture, engagement, performance)
• Help them make feedback and recognition a natural part of how they manage
• Create alignment without taking control

This is where the manager–manager 1:1 earns its spot as the primary space to build capability and provide the structured support first-time managers need to succeed. 

By ‘manager–manager 1:1’, we mean the conversations between a manager and their own manager.

Why managing first-time managers effectively matters 

It probably comes as no surprise to hear that the quality of a manager shapes the quality of experience for every person they manage, and with 70% of team engagement tied to the manager, any drop in manager clarity or confidence has far-reaching consequences. 

Gallup reported earlier this year that manager engagement fell from 30% to 27% in 2024, which is a clear indicator that many are struggling under rising expectations, growing responsibilities and too little structured support. For first-time managers, the stakes are even higher. According to research from CEB Global (now part of Gartner), 60% of new managers fail within the first 24 months in their new role.  

Much of this failure comes down to preparation. The Chartered Management Institute, in partnership with YouGov, found that 82% of new managers receive no formal management training and are “accidental managers”, meaning they’ve stepped into management roles without the tools, frameworks or support to succeed. And the downstream impact of an under-supported first-time manager is rarely isolated; it extends to every individual in their team. 

That’s where OpenBlend comes in.  

Where first-time managers learn to lead: the role of manager–manager 1:1s

At OpenBlend, our focus is simple: to transform 1:1s to boost performance and develop people. Every part of the platform is designed to support effective 1:1 conversations, ones that build clarity, unlock motivation, drive engagement and lead to meaningful performance improvement. 

Managers play a pivotal role in making those 1:1s effective, yet many don’t get the support they need to do it well. That’s the gap OpenBlend was built to close.

For first-time managers, that support is even more critical. They're making two major shifts at once: from individual contributor to people leader and from peer to authority. They need a structured space to reflect on their team, pressure-test decisions, and learn what good management actually looks like, with guidance from their own manager.

It’s in these conversations, manager to manager, that new managers start to understand what it means to lead and build the confidence required to do it well.

To support that shift, we’d like to introduce...

A brand new feature in OpenBlend: Direct Report Agenda Items 

Our latest release strengthens the support we provide to both first-time and experienced people managers with the rollout of Direct Report Agenda Items.

This update directly supports everything we’ve just explored: it gives managers a structured way to bring individual team members into 1:1s with their own manager as a topic of discussion.

With "Direct Report Agenda Items", managers and their leaders can:

• Identify specific team members to bring into focus during 1:1 conversations 
• Access the Direct Report’s profile during the 1:1 to view all relevant context, including goals, development needs, wellbeing and motivation
• Hold timely, informed conversations around progress, concerns and areas where support is needed
• Use a consistent structure to surface and document team-related topics without relying on memory or informal preparation
  
• Strengthen coaching conversations that build judgement, confidence and capability 

What’s coming next in OpenBlend

This is the first of two feature releases focused on supporting the manager–manager 1:1. The next release, coming later this summer, will include the ability to: 

• View and discuss a manager’s full team through aggregated data 
• Make notes and create actions linked to individual contributors/team members

Together, these updates strengthen OpenBlend’s ability to support managers at every level by giving them the visibility, context and structure they need to lead confidently, develop their teams and stay fully engaged in the work of managing others. For managers of first-time managers, this update is a game-changer. Ready to equip your teams with the structure and support they need to succeed?  

Book a demo.