The Best Way to Overcome Self-Doubt As a New Manager

Last week I wrote about the moment many managers experience after stepping into a bigger role. It’s the point where confidence dips, uncertainty rises, and the job suddenly feels harder than expected. 

Self-doubt doesn’t disappear with reassurance. It disappears when you know what to do next.

I talked about why that happens. When the challenge of the role outpaces the skills we’ve developed so far, the gap creates pressure. If the gap stays open too long, it leads to exhaustion and burnout.

This week I want to focus on the practical side of that equation.

If the solution is to grow into the role, what does that actually look like? What would I do, specifically, if I inherited a new team tomorrow and needed to stabilize things quickly?

Here’s where I would start.

First, I would communicate how I lead.

I would make ownership the standard from day one. No blaming other teams, no hiding behind circumstances, no finger-pointing when things go wrong. We take responsibility for outcomes, and we learn from them. That expectation alone changes how people respond under pressure.

Next, I would align tightly with my boss.

What does success actually look like? What matters most right now? Where do we need early traction? How does my boss want to stay informed? Without that clarity, it’s almost impossible to steer the team confidently.

From there, I would bring the team together to define our shared vision of success.

Yes, we would align on outcomes. But just as important, we would define how we operate, what we expect from each other, and what kind of team we’re trying to become beyond the next planning cycle. Without that shared picture, people optimize locally instead of moving in the same direction.

Only after that would I step back and look at roles.

Do we actually have the right seats for where we’re trying to go? Are people doing work that fits their strengths, or are we holding onto structures that made sense before the team grew? If the structure doesn’t support the vision, the team ends up fighting its own design.

Then I would lock in the routines that keep the system healthy.

Weekly one-on-ones with every direct report, not as status updates but as consistent trust-building conversations. A habit of feedback and debriefs so the team learns from what happens instead of repeating the same mistakes. Clear guidance on what decisions people can make independently and which ones truly require escalation.

None of this is flashy. None of it requires a new framework or tool.

But this is the work that actually closes the gap between the role you stepped into and the skills needed to thrive in it.

When that gap stays open, managers end up reacting to everything and carrying more than they should. Over time, that turns into micromanagement, stress, and burnout.

When the gap starts to close, something different happens. Decisions are owned by the team. Trust develops. The team gets steadier. And the role starts to feel manageable again.

That’s what growing into the role actually looks like in practice.

Best,

Jeff

P.S. If you’re in this phase right now and trying to figure out where to start, I put together a short 5-day email course on the most common leadership mistakes managers make when they take on new teams. You can check it out here.