A newly promoted manager in a software development company found it difficult to transition from being a peer to a leader. The individual struggled with establishing authority and faced challenges in giving feedback to former peers. Additionally, the new manager felt overwhelmed with balancing team management and their own tasks.

Through tailored coaching sessions, we focused on developing the manager’s leadership identity. We implemented role-playing exercises to practise difficult conversations, worked on time management strategies, and introduced leadership frameworks that aligned with the company culture.

The manager adopted strategies for giving constructive feedback, improved delegation skills, and established weekly check-ins with their team to track progress and build trust. Time management techniques helped them balance personal tasks with leadership responsibilities more effectively.

After three months, the manager reported feeling more confident in their leadership role. They developed a positive rapport with their team, became more skilful at giving feedback, and reported improved productivity. The team also responded positively, showing higher engagement and satisfaction.