You’ve been knocking it out of the park. Your projects deliver, your name comes up in leadership meetings, and now you’ve been tapped for the next step: your first management role. It’s exciting. It’s validating. But it’s also a lot like stepping off a cliff with no parachute—especially if no one’s told you what leadership really requires. In fact, nearly half of first-time managers report feeling unprepared when they take on their new roles. Why? Because being a high-achieving individual contributor is a completely different job than managing people. It’s not a promotion—it’s a profession. So, before you accept that new title and the “corner Slack channel” that comes with it, hit pause. Ask yourself these four essential questions, drawn from my work with hundreds of managers at Arrowhead Engineered Products and OTC Industrial Technologies. Each one will help you determine if you’re ready—and what to work on if you’re not. 1. Do You Genuinely Enjoy Empowering Others? Or Do You Prefer Doing the Work Yourself? All too often, I’ve seen rising stars get promoted only to flounder under the weight of delegation. The problem isn’t intelligence or ambition—it’s a mindset mismatch. Management is no longer about what you can do; it’s about what you can enable others to do. Two useful questions to ask yourself are, Do I find satisfaction in helping others succeed? and Am I willing to let go of doing it “my way” in favor of coaching someone through theirs? One high-performing sales rep at one of our subsidiaries had a stellar track record and was promoted to manage a regional team. Six months in, results were stagnant. At a leadership retreat, he realized he’d been micromanaging every deal—unintentionally robbing his team of growth and ownership. With targeted coaching, he transitioned to a mentoring model. The result? Revenue climbed, morale improved, and he built a far more resilient team. If your dopamine still comes from crossing tasks off your own list, management might not be the right move—yet. Instead, look for opportunities to lead informal teams or mentor junior staff before you make the leap. 2. How Comfortable Are You Owning Both Team Wins—and Failures? When things go right, great managers give credit away. When things go wrong, they take responsibility. It’s counterintuitive, and it’s hard—especially if you’re used to being rewarded for your own performance. This isn’t just about accountability. It’s about resilience, emotional intelligence, and setting the tone. Your team will take cues from how you respond to adversity. Do you spiral or solve? Do you blame or build? Try these reflection prompts: How do I react when something goes wrong that’s outside my control? Can I coach someone through a tough performance conversation without making it personal? At OTC, we train managers using scenario planning. One notable case study involves a division leader who faced a serious service failure that caused a major client to threaten walking away from the contract. Rather than deflect blame or point fingers at the team, the leader chose to step up, take full ownership of the situation in front of the client, and offer a clear plan for how the problem would be addressed. This response not only salvaged the client relationship, but it also strengthened it. The client later expanded their contract with OTC. This example underscores one of the key tenets in leadership: Leaders earn trust when they absorb the blame and redirect the credit. When done right, this kind of accountability builds lasting trust within teams and with clients, turning potential crises into opportunities for deeper connections and future success. 3. Are You Prepared to Create Both a Personal—and Team—Development Plan for Growth? Management isn’t a one-and-done skill set. You don’t learn it once and coast. Great managers are obsessed with improvement—for themselves and for their teams. Do you have a plan for how you’ll develop as a leader? Do you know how to identify skill gaps on your team—and help close them? Ask yourself: When was the last time you asked for feedback? What did you do with it? Could you sit down tomorrow and outline growth goals for each of your direct reports? At one of our leadership retreats, a newly promoted engineering manager discovered that she had never asked her team what skills they wanted to develop. When she did, it revealed a strong desire for cross-training and professional growth opportunities. She responded by introducing monthly “learning lunches” where team members could share knowledge and build skills together. The results were immediate—engagement and collaboration skyrocketed, and the team’s performance improved. The best managers don’t just set development goals—they actively ask their team about their aspirations. To put this into practice, try using a simple grid to map out development goals for each person on your team, including timelines, support