Stepping into Leadership—What is Needed for New Managers to Excel

Clinical Researcher—August 2025 (Volume 39, Issue 4)

GOOD MANAGEMENT PRACTICE

Katie Dixon, MSc

Stepping into leadership can be daunting. Whether it is becoming a line manager, or leading a study for the first time, as careers progress, priorities shift and more emphasis is placed on interpersonal and organizational skills. This can lead to self-doubt for first-time managers. A quarter of managers say they did not feel ready to lead others when they were first appointed.{1}

Common challenges encountered by new managers include tailoring their style to suit the needs of clients, direct reports, or teams and recognizing how and when to delegate. A good manager needs to understand the skill sets of those around them, while also possessing the self-awareness to recognize their own strengths and weaknesses and be open to new learning.

At the same time, organizations need to ensure they are providing the support new managers need to excel. Six in 10 managers say they never received any training when they transitioned into their first leadership role.{1}

A lack of organizational support for managers can impact the wider team and company performance. More than eight in 10 workers say poorly trained managers create unnecessary work and stress.{2} In contrast, organizations which support managers with appropriate training and development opportunities based on their strengths see up to a 29% increase in profits, up to 7% higher customer engagement, and up to a 15% increase in employee engagement.{3}

From Graduate to Study Lead and Manager

My own career in medical statistics started in 2020, when I graduated from Lancaster University in the United Kingdom with a Master of Science degree in statistics. I joined the Phastar graduate program as a statistician and went through intensive training.

After 10 months learning the basics, I became a shadow-lead statistician on two oncology trials. The shadow-lead role is designed to enable junior team members to work alongside more experienced leads, observing how they engage with the client and go about their day-to-day activities. This allows junior staff to develop leadership skills within a supervised and supported environment.

After a year in the industry, I became a mentor to a new graduate. This was a daunting prospect at first but, with every question, I realized how much I had learnt. In 2022 I became line manager to a second graduate. Having recently been through the graduate program myself, I was familiar with the challenges new starters face, so I was well placed to support my team members.

After several years of shadow leading experience, I took on my first full study and I am now a Senior Statistician.

I am sharing my own journey because everyone’s experience is different and equally relevant. There are gaps in my experience, and being aware of those is just as important as knowing my strengths.

Supporting New Managers

As outlined in my own experience, shadow-lead roles are one way organizations can support staff as they prepare to transition into management roles. Another effective intervention is the development of leadership-specific training materials. These can focus on key areas like collaboration, organization, client interactions, and other important characteristics for an effective team leader.

It can also help to separate the role of study lead and line manager, so direct reports are not necessarily working on the same studies as their line managers. By separating report and manager workloads, you can enable line managers to offer an unbiased perspective on any challenges which arise.

As with all staff, it is important to support the ongoing health and wellbeing of new managers. This can include regular wellbeing “check ins,” the provision of Mental Health First Aiders, and health and wellbeing awareness campaigns. Organizations should also consider how to boost job satisfaction and retain top talent. This can include flexible working provisions, supportive family-leave policies, and regular colleague recognition initiatives.

Top Tips for New Line Managers

One of the best pieces of advice I ever received was to tailor my management style to suit the individual. We all learn and communicate in different ways. Some people absorb information when they hear it, while others need to see a process in action or try a method out themselves before they understand. For that reason, it is important to take some time to learn about your team members and ask them about their communication preferences. You can then provide the same information in multiple easily digestible formats wherever possible.

As a team member’s manager, you are the primary contact within a company for that individual. You should tackle challenges together and celebrate their successes. You are also pivotal in their progression, so it is important to facilitate open conversations. Ask questions like: How can I support you? What do you want from this task or job?

However, you should not feel inclined to only be led by your team members. Be proactive in seeking opportunities for growth in areas that they are interested in and communicate your actions. This includes acknowledging when you have tried to find something for them and failed. They will appreciate knowing that you put in the effort regardless of the outcome.

You should always be available to direct reports even when you feel like your workload is high. Keeping the lines of communication open will help to prevent problems from snowballing and causing more work down the line. If there are any problems you cannot solve together, escalate them and follow through until you have a resolution.

Top Tips for New Study Leads

Being a study lead offers many of the same challenges as a line manager. However, the motivation behind the role can sometimes be a little different, so the following tips are of particular use when you are working in the same team:

If you’re used to being more hands on, the shift to study lead can require flexibility. Delegation is key to keeping on top of your workload. Not only does it mean there is less for you to deal with, but it is also a great opportunity to upskill other employees.
If your company does not have a formal shadow-lead program, you can still do something similar informally. If you see an individual with potential, reach out to them and their manager and start a conversation.
Share helpful resources and your own knowledge. Make yourself approachable and open to questions. Remember you were not born with the ability to walk, drive, or write a statistical analysis plan for a clinical trial. Some people find it easier to ask questions than others. Consider reaching out to individuals rather than waiting for them to come to you.
Equally, it is just as important to recognize the gaps in your experience and be aware of your own strengths and weaknesses. Feel empowered to ask as many questions as often as you want and to get support whenever you need it. There is no shame in trying to do something correctly and thoroughly.
Set clear expectations prior to giving out tasks. These should include how long you expect a task to take and what to do if an individual needs help. Once you have set these initial expectations, ensure you continue to communicate frequently and clearly. When working with an international team, cultural differences and varied working patterns can make communication more challenging, so consistency is paramount.
Explain the rationale behind decision making rather than just providing a solution. This allows colleagues to understand your thought process, making it easier to resolve differences in thinking, and helping individuals learn how to solve issues independently.
If you are working closely with those you manage, be careful to balance team priorities with any personal priorities you have discussed on a managerial level.
Last but certainly not least, be sure to understand different stakeholders’ needs. From a contract research organization (CRO) perspective, this could be the needs of the client but it could also be a cross-functional team within your own company. Sometimes even the stakeholders do not know what they want, so be clear about what you can offer them. Thoroughly research the issues and prepare for all communications. Be realistic when setting expectations and do not agree to anything straightaway that you are not confident you will be able to deliver. Remember, you are working together to achieve a common goal.

Conclusion

Stepping into leadership is not easy; however, with the right organizational support and commitment to ongoing learning, it can be an incredibly rewarding, and even fun, journey.

At a company level, we can ease the transition by ensuring the right support is in place before and after someone takes on a management role for the first time.

At an individual level, aim to be compassionate, personable, and trustworthy. Remind yourself that we are all just trying our best. Sometimes your best may not be enough, but that is okay as you pick yourself up and learn from the experience—as intimidating as that may be.