Promoting a high performer into leadership is a moment worth celebrating. But sometimes, the excitement fades fast, especially when it becomes clear they’re struggling to effectively lead. This may not mean that they aren’t a good fit. It can be a sign that they are in need of leadership development to help them succeed.
Here’s how to recognize the warning signs and what you can do to help a new leader find their footing.
1. They’re still doing the job they were promoted from.
Instead of stepping into a leadership mindset, they’re still heads-down in the weeds and technical tasks that made them great in their last role. They are uncomfortable with delegating, so they keep on keeping on.
What helps: Clarify expectations around what leading looks like. Set aside time to discuss what they need to let go of and why. Coaching can help them identify the mindset shifts and internal roadblocks that are keeping them stuck in doer mode.
2. The team seems confused or disengaged.
When direction isn’t clear, people start making assumptions, or worse, disengaging entirely. You may hear side conversations, notice slower execution, or get the sense that everyone’s waiting around for clarity that isn’t coming.
What helps: A leader doesn’t have to know everything, but they do need to communicate clearly and consistently. Helping them build confidence in setting direction (even when it’s evolving) is a muscle worth developing early.
3. They’re avoiding tough conversations.
Maybe they let poor performance slide. Or they seem uncomfortable giving feedback, addressing conflict, or setting boundaries. In the absence of that leadership presence, the team may start to self-manage, and not always in ways that align with the business.
What helps: Teaching leaders how to approach hard conversations with clarity and empathy can be a turning point as they learn how to be direct and fair, and how to repair trust when things go off track.
4. They can’t seem to make decisions or stick to them.
They revisit decisions. They ask for constant input. They stall. They second-guess. This kind of decision paralysis often signals fear: fear of getting it wrong, fear of disappointing others, or fear of how they’ll be perceived.
What helps: Help them understand that leadership requires decision-making, and that indecision can be more damaging than a wrong step. With coaching, they can develop a framework for how they make decisions, learn to trust their judgment, and build resilience when outcomes aren’t perfect.
5. They feel alone and unsure, but won’t say it.
Many new leaders are quietly wrestling with impostor syndrome and self-doubt. They might not admit it, or be aware of it, but it shows up in hesitation, reactivity, or withdrawing from visibility.
What helps: Normalize the struggle. Leadership is a skill set, not a personality trait, and it’s one that takes time to build. Offering a supportive space to process the pressure of a new role can help them shift from “I don’t know what I’m doing” to “I’m learning how to lead.”
6. You promoted potential. Now it’s time to support development.
Leadership doesn’t just happen because someone got a new title. And while time and experience help, the early days in a leadership role matter. They shape habits, confidence, and impact, for better or worse.
What helps: Investing in development at this stage is both good for the individual and the business. A new leader who gets the right support can go from uncertain and reactive to clear, confident, and aligned with your culture and goals.
A final note: it’s not too late to turn things around.
If you’re noticing one or all of these signs in a newly promoted leader, don’t panic. These are solvable challenges. But they don’t tend to resolve on their own.
Leadership development is the catalyst that turns early struggles into long-term capability. When you invest in helping someone grow into their new role, you’re developing a leader and protecting your team’s performance, your culture, and your business outcomes.
If this sounds like what a leader in your organization needs right now, and you don’t have the resources internally, let’s talk.
As an executive coach, I partner with leaders at critical transitions, especially those stepping into new or expanded roles. Together, we build the confidence, communication skills, and leadership presence that create real, measurable impact.
If you have a new leader who isn’t quite leading yet, I’d love to help them rise to the occasion. Reach out here to start the conversation.