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Team building for a new manager When a new manager is taking over a team
A new manager inherits a team with its own history, habits and loyalties. A facilitated programme early on helps the team and the manager understand each other and agree how they will work.
Usually solved with The New Team Programme
Signs you will recognise
- A manager has been promoted from within and now leads former peers
- An outside hire is meeting a team that liked the previous manager
- The team is unsure what the new manager expects
- The manager is doing everything themselves rather than delegating
- Quiet resistance: polite agreement in meetings, little change afterwards
Why it happens
The first months set the tone. Without a deliberate start, the team and the manager spend that time guessing about each other.
A shared challenge lets the team see the manager lead, and lets the manager see the team's strengths, in a setting where mistakes don't matter. The debrief turns that into an open conversation about expectations.
How we tackle it
Usually with The New Team Programme, adjusted to your team after the planning call.
Planning call
With the new manager or HR: what the team has been through, and what the manager wants to establish.
Pipeline and Team Art
Challenges where everyone depends on everyone, so the manager sees how the team really works.
Rocket Build (optional)
For a manager who needs to practise planning and delegating, we can add a leading role in Rocket Build from the Leadership Programme.
Debrief and written summary
A guided conversation about what the team needs from the manager and the manager from the team, captured in writing.
What changes afterwards
- Clear, shared expectations between the manager and the team
- A manager who has seen each person's strengths
- An early win the team achieved together
Developing several managers at once? See the Leadership Programme.
What a team day can't fix
A programme is a strong start, not a substitute for good day-to-day management. The written summary gives the manager a useful first reference for one-on-ones with the team.
Other problems we help with
Poor communication
Messages get lost, people assume instead of asking, and hand-overs keep breaking.
Usually: The Communication Programme
Conflict and tension
People avoid each other, take sides or have stopped speaking up.
Usually: The Communication Programme
Silos between departments
Departments blame each other and requests between teams disappear.
Usually: The Communication Programme
Lack of trust
People keep things to themselves, don't ask for help and check each other's work twice.
Usually: The New Team Programme
Low morale
The team is tired and flat after a tough year, a restructure or constant pressure.
Usually: The Give-Back Programme
Start with a 15‑minute planning call
Tell Mark what is going on in your team. He will suggest a programme and send a proposal with one all-inclusive price. No obligation.