How to Become a Manager: Your Complete Guide to Landing Your First Leadership Role

To become a manager, you need to develop essential leadership skills like communication, decision-making, and problem-solving. Start by understanding your current skillset, investing in professional development through management courses and mentorship, building your credentials, and actively seeking management opportunities through networking. 

Most management jobs require either relevant work experience or a degree in business management or business administration, though entry-level management positions may accept strong candidates without traditional qualifications.

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What does a management role actually involve?

Before you chase after that management job, you need to know what you're signing up for. Management isn't just your current role with a fancier title and bigger paycheck. It's a completely different game.

Managers oversee team members and drive business operations forward. That means making tough decisions when no perfect answer exists. It means setting goals for your direct reports and holding them accountable. It means balancing project management with people management, and sometimes those two things pull you in opposite directions.

Your management responsibilities will vary depending on the organization and management level. Some managers focus heavily on strategic thinking and high-level planning. Others spend most of their time in one-on-one meetings, providing constructive feedback and solving day-to-day problems. Many new managers discover they're doing both — plus handling budgets, evaluating performance, and occasionally disciplining employees when things go wrong.

Here's what catches most first-time managers off guard: you're now responsible for other people's success and failures. When your team wins, you celebrate together. When they struggle, you're the one who has to figure out why and fix it. That's the weight of a leadership position, and it's heavier than it looks from the outside.

The work environment changes, too. You're no longer just one of the team members. You're the person they come to with problems, complaints, and questions, but you might not know how to answer yet. That shift in dynamics can feel lonely at first, especially if you're managing former peers.

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Do you actually need a degree to become a manager?

This is where things get interesting. The path to a management position isn't as rigid as you might think.

Yes, many employers prefer candidates with a degree in business management, business administration, or a related field. That education gives you foundational knowledge about organizational behavior, finance, and management principles. If you're aiming for management training programs at large corporations, a degree often opens doors faster.

But here's the reality — years of experience can matter more than a diploma. Plenty of great managers never stepped foot in a business administration classroom. They learned on the job, proved themselves as high-performing individual contributors, and demonstrated management potential through their actions.

What matters most is your skillset. Can you lead team members effectively? Do you make sound decisions under pressure? Can you manage conflict, delegate work, and inspire others? These managerial skills are what actually make you effective in the role, whether you learned them in school or through hard work and real-world experience.

Certifications can bridge the gap. If you don't have a traditional degree, consider targeted management courses or training programs. These show employers you're serious about professional development and willing to gain experience through structured learning. A project management certification or leadership training certificate on your LinkedIn profile signals that you've invested in yourself.

For those in specialized fields like information technology, industry-specific knowledge often trumps general management education. A brilliant software engineer with natural leadership skills and emotional intelligence might make a better manager than someone with an MBA but no technical background. Context matters.

Don't let a lack of a degree stop you from pursuing your career goals. Focus on building the competencies that matter, and prove you can do the work.

The four essential steps to becoming a manager

Getting to that first managerial position requires strategy. You can't just show up and hope someone notices your potential. Here's your roadmap.

Step 1: Take inventory of your management skills

You can't become a good manager if you don't know where you're starting from. This first step is about being brutally honest with yourself.

Sit down and create two lists. On one side, write every skill you believe you have. On the other, list the management skills you know you need. Be specific. Don't just write "communication." Break it down: Can you deliver difficult feedback? Run effective meetings? Explain complex ideas to different audiences? Listen without interrupting?

Both hard and soft skills matter here. Hard skills are the technical abilities — project management, data analysis, budgeting, and industry expertise. Soft skills are the human ones — emotional intelligence, time management, conflict resolution, and the ability to motivate others when they're struggling.

Here are the non-negotiable skills every effective manager must develop:

Communication: This isn't just about talking clearly. Good managers listen more than they speak. They ask questions that uncover the real problem, not just the surface issue. They adjust their communication style based on who they're talking to. They give feedback that helps people improve instead of just making them defensive.

Decision-making: Managers make dozens of decisions daily, often with incomplete information. You need to analyze available data, consider different perspectives, weigh risks, and choose a direction. Then you need to commit to that decision and own the consequences, even when things don't go as planned.

Problem-solving: Issues will come at you constantly. A team member calls in sick the day before a deadline. Two people on your team can't stand each other. A project runs over budget. Your job is to identify the core problem, generate solutions, and implement fixes that actually work. Band-aids don't cut it in management.

Organizational skills: You're juggling multiple priorities, team members with different needs, competing deadlines, and limited resources. Managerial skills include planning ahead, prioritizing ruthlessly, and creating systems that keep chaos at bay. If you can't manage your own workload, you definitely can't manage a team's.

Leadership: This is the big one. Leadership isn't about being in charge — it's about taking care of the people in your charge. Can you inspire team members to do their best work? Do people trust you? Will they follow you into uncertainty because they believe in your judgment? That's what separates managers who just have the title from those who actually lead.

If you're struggling to assess yourself objectively, try a competencies assessment. These quizzes use strategic questions to reveal your strengths, weaknesses, and blind spots. Most generate reports that you can reference as you work on your professional development. You might discover you're stronger in some areas than you realized — or that you have gaps you didn't know existed.

Don't panic if your current skillset doesn't perfectly match a great manager's profile. Nobody's born ready for a management position. The goal of this step is awareness, not perfection.

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Step 2: Invest in your professional development

Now that you know where you stand, it's time to level up. This step requires both commitment and strategy.

Look at the gaps between your current skillset and what you need for that management position. Missing credentials? Consider a management course or certification program. These don't have to be expensive or time-consuming. Many online training programs let you learn at your own pace while working your current job.

Struggling with specific managerial skills? Target them directly. If public speaking terrifies you but you know you'll need to present to senior leadership, join a Toastmasters club. If conflict management isn't your strength, take a workshop on difficult conversations. If you need to improve your strategic thinking, find resources that teach you how to see the bigger picture.

Finding a mentor changes everything. A good mentor has already walked the path you're on. They've made the mistakes, learned the lessons, and figured out what works. They can guide you around common pitfalls, introduce you to valuable contacts, and provide honest feedback when you need it most. The mentorship relationship is one of the most powerful tools for career development, yet many people never ask for it.

Where do you find a mentor? Start with your current work environment. Is there a manager you admire? Someone whose management style resonates with you? Ask them for coffee. Be direct about what you're trying to achieve and why you value their perspective. Most successful managers remember when they needed help and are willing to pay it forward.

If you can't find someone internally, look to your industry. LinkedIn makes it easier than ever to connect with leaders in your field. Professional associations often have formal mentorship programs. Even casual relationships with experienced managers can provide valuable insights.

Books offer another form of mentorship when you can't access human mentors. The right management books give you frameworks, strategies, and perspectives that accelerate your growth. Here are five that have helped thousands of aspiring managers:

'How to Win Friends & Influence People: In a Digital Age' by Dale Carnegie and Associates

The original version came out in 1936, but the principles still work. This updated edition shows you how to build genuine relationships and influence people in our digital world. The book breaks down the intricacies of leadership and offers practical advice for handling difficult conversations — something every new manager will face regularly.

'The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change' by Stephen R. Covey

Stephen R. Covey's classic teaches you to be effective in both your personal life and as a leader. The seven habits he outlines — from being proactive to seeking first to understand — form the foundation for good leadership. If you're preparing for your first management role, these principles will serve you throughout your entire career path.

'The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You' by John C. Maxwell

Not everyone is born with natural leadership abilities. John C. Maxwell's book teaches you the specific laws that govern effective leadership. It covers everything from the Law of Influence (leadership is influence, nothing more, nothing less) to the Law of Buy-In (people buy into the leader, then the vision). Each law comes with practical tips you can apply immediately.

'First Things First' by Stephen R. Covey, A. Roger Merrill, and Rebecca R. Merrill

If decision-making and time management are your weak spots, this book will help. It teaches you to focus on what truly matters instead of just what feels urgent. You'll learn how to set meaningful goals and prioritize tasks so you're actually productive instead of just busy. That distinction matters enormously when you're managing a team.

'Emotional Intelligence 2.0' by Travis Bradberry and Jean Greaves

Emotional intelligence separates good managers from great ones. This book breaks down the four core skills — self-awareness, self-management, social awareness, and relationship management. It includes a self-assessment and practical strategies for improving each area. Your technical skills might get you the management job, but your emotional intelligence determines whether you succeed in it.

These books provide the theory and frameworks. Your job is to actually implement what you learn. Take notes as you read. Try the exercises. Test the concepts in your current role, even before you officially become a manager. That hands-on practice turns knowledge into skill.

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Step 3: Document your qualifications and accomplishments

Here's what most people get wrong — they do the hard work of developing themselves, then forget to create a record of it. When opportunity knocks, they scramble to remember what they've accomplished and can't effectively sell themselves.

Don't make that mistake.

Keep an ongoing file of your achievements, starting today. Every time you lead an initiative, solve a significant problem, or deliver results, write it down with specific details. Numbers matter especially. Don't just say you "improved team efficiency." Say you "streamlined the review process, reducing turnaround time by 40% and allowing the team to handle 15 additional projects per quarter."

Save everything that proves your growing capabilities:

• Certifications and training completion: Every management course, workshop, and training program you complete goes into your file. Even that two-hour webinar on giving effective feedback counts. It shows you're actively investing in your professional development.

• Awards and recognition: Got employee of the month? Received praise from senior leadership? Your team hit their targets because of something you did? Document it. These moments demonstrate that others already see your management potential.

• Work samples and project results: Created a presentation that changed minds? Developed a new process that your team still uses? Led a cross-functional initiative? Keep copies. Your portfolio should show concrete evidence of your leadership capabilities, even if you weren't officially in a management position.

• Recommendation letters and testimonials: Ask team members, peers, and managers for written feedback about your contributions. Specific examples in their own words carry weight. A former colleague describing how you helped them through a difficult project speaks volumes about your leadership style and interpersonal skills.

• Situations demonstrating management qualities: Keep a running list of specific instances where you exhibited leadership, even informally. Times you took initiative on a problem no one else wanted to tackle. Moments when you mediated conflict between teammates. Projects where you coordinated multiple people toward a common goal. These stories become powerful examples in interviews.

Create a simple system for tracking this information. It could be a document on your computer, a folder in your email, or a section in your LinkedIn profile. Update it monthly, not when you're frantically applying for jobs. Future you will thank present you for maintaining good records.

Consider creating a professional portfolio website. It doesn't need to be fancy, just organized and professional. Include your work history, key projects, skills, certifications, and examples of your work. When you're networking or interviewing for management roles, being able to send someone a link that showcases your qualifications makes you memorable.

Your collateral — all these documents, examples, and proof points — becomes your case for why you deserve that management opportunity. Without it, you're asking employers to take your word for it. With it, you're showing them exactly what you can do.

Step 4: Network strategically and hunt for real opportunities

You've developed the skills, educated yourself, and documented everything. Now comes the most important step: actually pursuing management positions.

Start by expanding your network. You can't wait for opportunities to find you. Talk to people in your industry who are already in management roles. Ask about their career paths. How did they make the jump? What do they wish they'd known earlier? Most people enjoy sharing their experiences, especially when someone shows genuine interest in learning from them.

LinkedIn becomes your best friend here. Connect with managers in your field. Join groups related to leadership and management. Comment thoughtfully on posts about management topics. Share articles about professional development. Make yourself visible to people who might eventually hire you or recommend you for a position.

Attend industry events, conferences, and meetups. Virtual events count too. The goal isn't to collect business cards — it's to build real relationships with people who understand your career goals and might help you achieve them. When a management position opens up, you want to be the person someone thinks of and reaches out to.

But here's the critical piece most people miss: don't just apply for any management job. You need to distinguish between a job and an opportunity.

A job is purely transactional. You show up, do the work, get paid, and go home. There's no room for growth, no investment in your development, no path forward. It's employment that meets your needs right now but doesn't build toward your career goals.

An opportunity is different. It's a chance to learn, grow, and expand your capabilities. Both you and your employer benefit from the relationship. You get to take on new challenges, develop your management style, and position yourself for even bigger roles in the future. The organization gets an engaged, ambitious manager who's invested in long-term success.

How to spot a real management opportunity

Look for these green flags when evaluating potential management positions:

1. Clear path for advancement: Good employers show you where this role can lead. Maybe it's expanding your team, taking on additional management responsibilities, or moving to a higher management level. They should articulate how they develop their managers and what success in this role could mean for your future.

2. Investment in manager development: Does the organization offer management training? Do they have a culture of mentorship? Will you get coaching or support as a new manager? Companies that invest in developing their managers are betting on long-term success, not just filling a position.

3. Adequate resources: You can't succeed as a manager if you're set up to fail. Do you have the budget, staff, tools, and authority you need to actually manage effectively? If they're asking you to lead a team without giving you any real power or resources, that's a red flag.

4. Realistic expectations: Great employers understand that management is challenging. They don't expect you to transform everything overnight or work 80-hour weeks to prove yourself. They set clear goals that are ambitious but achievable, and they give you time to build trust with your team.

5. Supportive work environment: What's the culture like? Do managers collaborate and support each other, or is it every person for themselves? How does leadership treat its managers? You want to join an environment where you can learn from others and ask for help when you need it.

Red flags that signal a bad management opportunity

Avoid these warning signs at all costs:

No clear advancement path: If they can't tell you what happens after you succeed in this role, that's a problem. You're investing your time and energy in building your management career. You need employers who value that and want to grow with you.

Lack of resources: Being given a team but no budget, no authority to make decisions, and no support from above sets you up for failure. You'll spend all your time fighting for basic resources instead of actually managing.

Unrealistic expectations: If they want you to completely transform a dysfunctional team in three months while also handling the workload of three people, run. Impossible expectations create burnout, not career growth.

High turnover in management positions: If managers keep leaving, there's a reason. Maybe the senior leadership is toxic. Maybe the management responsibilities are overwhelming. Maybe they don't support their managers when problems arise. Do your research before accepting an offer.

Vague or changing job descriptions: You should know exactly what you're signing up for. If the management role keeps shifting during interviews or they can't clearly define your responsibilities, that chaos will only get worse once you're hired.

Take your time evaluating opportunities. Ask questions in interviews. Talk to current or former employees if possible. Check Glassdoor reviews. The wrong management job can derail your career development or burn you out before you even get started. The right opportunity will challenge you, support you, and position you for long-term success.

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Building management experience when you don't have the title yet

Here's a secret: you don't need to wait for a management position to start building management experience. You can develop and demonstrate leadership skills right now in your current role as an individual contributor.

Look for opportunities to lead projects, even small ones. Volunteer to coordinate cross-functional initiatives. Offer to mentor newer team members. These experiences let you practice delegating work, managing timelines, solving problems, and keeping people motivated — all skills you'll need as a manager.

Take the initiative on problems affecting your team. Don't wait for someone to assign you leadership work. If you notice an inefficiency, propose a solution and offer to implement it. If there's a gap no one's filling, step into it. Good managers see what needs to happen and make it happen, even before they have the formal authority.

Ask your current manager for stretch assignments. Tell them you're interested in developing your leadership skills and want opportunities to grow. Most good leaders appreciate ambitious team members who are transparent about their career goals. They might give you chances to lead parts of projects, represent the team in meetings, or take on managerial tasks.

Document all of this. When you eventually interview for management jobs, these examples prove you already think and act like a manager. You're not asking someone to take a chance on you — you're showing them you've already been doing the work.

Common mistakes new managers make (and how to avoid them)

Learning from others' mistakes saves you time and pain. Here are the biggest pitfalls that trip up new managers:

Trying to be everyone's friend: When you become a manager, especially if you're managing former peers, the relationship changes. You need to be friendly and supportive, but you can't prioritize being liked over making tough decisions. Good managers earn respect, not popularity contests.

Avoiding difficult conversations: Giving constructive feedback feels uncomfortable. Addressing performance issues is awkward. But avoiding these conversations doesn't make problems disappear — it makes them worse. Effective managers learn to have hard discussions with empathy and directness.

Micromanaging everything: Just because you could do the work doesn't mean you should. New managers often struggle to delegate because they think they can do it faster or better themselves. That's not management — that's doing everyone's job while neglecting your own. Trust your team members and focus on enabling their success.

Failing to set clear expectations: Your team can't meet expectations they don't understand. Spell out what success looks like. Define goals clearly. Communicate priorities. Check for understanding. Ambiguity creates confusion and frustration, not results.

Not asking for help: Every manager struggles sometimes. Pretending you have all the answers doesn't make you look strong — it makes you look inexperienced. Find mentors, ask questions, and learn from other managers. Admitting you don't know something is the first step to figuring it out.

Forgetting to celebrate wins: In the constant push to hit the next goal, new managers often forget to acknowledge progress. Your team members need to know when they've done good work. Recognition and appreciation matter more than most managers realize. Don't skip this.

Understanding different management styles

Not every good manager leads the same way. Your management style — how you make decisions, communicate, motivate, and handle problems — should align with both your personality and your team's needs.

• Autocratic managers make decisions independently and expect team members to execute without question. This style works in crisis situations or when you need fast decisions, but it can stifle creativity and make people feel undervalued if used constantly.

• Democratic managers involve their teams in decision-making, seeking input and building consensus. This approach increases buy-in and often leads to better solutions, but it can be slow and isn't appropriate when quick action is needed.

• Coaching managers focus on developing their direct reports, providing guidance and feedback to help people grow. This style builds strong teams over time but requires significant time investment in one-on-one relationships.

• Laissez-faire managers give their teams autonomy, trusting them to figure things out with minimal oversight. This works beautifully with experienced, self-motivated team members, but can lead to confusion or a lack of direction with less experienced teams.

Most effective managers blend different styles based on the situation and the people involved. A high-performing team member who's self-directed might thrive with autonomy. Someone new to the role needs more coaching and structure. A crisis requires faster, more directive decision-making. The best managers adapt their approach rather than rigidly sticking to one style.

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What to expect in your first 90 days as a new manager

You got the job. Congratulations! Now what?

Your first three months in any new role set the tone for everything that follows. Here's how to set yourself up for success.

First 30 days: Listen and learn

Don't try to change everything immediately. Spend this month understanding how things currently work and why. Have one-on-one meetings with each of your direct reports. Ask about their goals, challenges, and how they prefer to work. Learn the team's history, processes, and informal dynamics.

Meet with stakeholders outside your immediate team. Understand their expectations and how your team fits into the bigger picture. Ask your own manager what success looks like in this role. Clarify decision-making authority, budget constraints, and any immediate priorities.

Observe before acting. Watch how information flows, how decisions get made, and where bottlenecks exist. You're gathering data that will inform your leadership approach later.

Days 31-60: Establish your leadership

Now you can start implementing changes, but do it thoughtfully. Share your observations with your team. Acknowledge what's working well before suggesting what needs to improve. Get their input on solutions — they often know exactly what needs to change.

Set clear expectations about how you'll work together. Establish regular meeting rhythms, define communication preferences, and clarify how you'll make decisions. Create structure without being rigid.

Deliver some quick wins. Find problems you can solve relatively easily and fix them. This builds trust and shows your team that you'll take action, not just talk.

Days 61-90: Build momentum

By now, you should have a clear picture of your team's strengths, weaknesses, and opportunities. Start tackling bigger challenges. Implement systems that will help in the long term. Address performance issues you've identified. Push forward on projects that matter.

Focus on building relationships across the organization. You need allies and partners to be effective. Invest time in connecting with other managers, senior leaders, and key stakeholders.

Reflect on what you've learned about yourself as a manager. What's working? What's harder than you expected? Where do you need to keep developing? Schedule time with your mentor to discuss your experience and get guidance.

Your first 90 days won't be perfect. You'll make mistakes. That's normal and expected. The goal isn't perfection — it's building a foundation for long-term success as a manager.

Key differences between being an individual contributor and a manager

The transition from individual contributor to manager involves more than just a title change. Your entire job changes.

As an individual contributor, you're measured on your own output. You complete tasks, deliver projects, and contribute expertise. Your success is largely within your control.

As a manager, you're measured on your team's output. Your job is to enable others to succeed, not to be the star performer yourself. This shift can be uncomfortable, especially for people who got promoted because they were exceptional at individual work.

Individual contributors focus on execution. Managers focus on strategy, coordination, and development. You're no longer in the weeds of every task. You're thinking bigger picture, removing obstacles, and making sure everyone has what they need to do their jobs well.

The skills that made you successful as an individual contributor — deep technical expertise, ability to work independently, personal productivity — matter less than skills like emotional intelligence, communication, delegation, and strategic thinking. That doesn't mean your technical skills become irrelevant, but they're no longer sufficient.

Your relationship with time changes. Individual contributors can usually focus on one thing for extended periods. Managers deal with constant interruptions, shifting priorities, and competing demands. You need strong time management and the ability to context-switch quickly.

The learning curve is real. Give yourself grace as you adapt. Many great managers struggled initially because they tried to keep doing their old job while learning their new one. Let go of the individual work. Focus on becoming the manager your team needs.

Accelerate your management journey with Headway

You're ready to become a manager, but the path ahead still feels long. Between developing new skills, reading management books, and gaining experience, there's so much to learn.

That's exactly why Headway exists.

Headway turns the world's best management and leadership books into 15-minute summaries you can consume anywhere. Waiting for a meeting to start? Read key insights from 'The 7 Habits of Highly Effective People.' Commuting to work? Listen to the core principles from 'The 21 Irrefutable Laws of Leadership.' Got 15 minutes before bed? Learn emotional intelligence strategies from 'Emotional Intelligence 2.0.'

Every book mentioned in this guide is available in Headway, along with hundreds of other titles about leadership skills, time management, strategic thinking, and professional development. You don't have to choose between building your management career and finding time to learn. Headway gives you both. Join over 55 million people who are using Headway to build the careers they want.