How well do you delegate? Are you sure?

Delegation is the subject I find new managers struggle with the most.

Everyone else in this room knows what they’re doing. I’m the only one faking it.

When I’m coaching new managers, I hear this message constantly. They look around the meeting room, see colleagues delivering polished updates, and assume everyone else is perfectly confident.

They assume confidence is a personality trait. Something you’re born with, or something you ‘catch’ once you reach a certain level of seniority. And it’s a big reason I do what I do.

Stepping into a management role for the first time or even taking over a new department is a massive shift. The temptation is to start "acting like a boss" or making a name for yourself in the boardroom. If you want to succeed, you need to do the exact opposite. 

Here are the three things you should prioritize.

Being a middle manager is often described as being the "meat in the sandwich." You’re squeezed between the operational realities of your team and the strategic pressures from senior leadership. 

Moving into a senior management role is an exciting milestone, but it can make you feel lost. 

As humans, we’re wired to seek comfort and familiarity. We naturally gravitate towards tasks, environments, and situations where we feel competent and in control—where the outcomes are largely known. 

The shift to senior management profoundly changes this equation. 

We all have a story about a bad manager. Their impact on individuals is clear, and your stories will no doubt be testament to that; at best, they can make you dread the morning alarm, and at worst, they have you running for the exit.

But as a coach, I find the impact they can have on the business is wildly underestimated by senior leaders.