• Build confidence to lead peers and former teammates

 

 

• According to International Coaching Federation (via Coachilly), 80% of people who receive coaching report increased self‑confidence. 

• A study from EY found that coaching was identified as the most important method of transition‑support for newly promoted leaders. 

• This matters because many newly promoted managers don’t feel ready for the shift: one article reports that ~26% of first‑time managers said they did not feel ready to lead others. 

 

 

Take‑away: Coaching can help new managers make that critical mindset shift from team member to “boss”, helping them lead with confidence rather than hesitation.

 

 

 

• Improve time management and delegation skills

 

 

• While specific numbers for delegation are scarcer, the research on leadership transitions highlights that new managers often struggle because they’re “used to doing everything themselves” and hesitate to delegate. 

• One leadership coaching stats blog indicates leadership‑coaching programs including delegation/management skills improved job performance by ≈20%. 

 

 

Take‑away: Coaching helps newly promoted managers re‑orient their time and effort — from “doing the work myself” to “making the team work”. This transition is critical for higher performance and preventing burnout.

 

 

 

• Navigate feedback conversations with clarity

 

 

• Coaching for managers emphasises skills like constructive feedback delivery, active listening and emotional intelligence. 

• The meta‑analysis on workplace coaching found consistent positive effects on individual performance outcomes (e.g., coaching helps individuals shift behaviours) with a moderate effect size (Hedges g ~0.66). 

 

 

Take‑away: New managers often have to give feedback to former peers and manage tricky relationships. Coaching equips them with the confidence and tools to do so with clarity and credibility.

 

 

 

• Shift from “doer” to “leader” mindset

 

 

• A dedicated article notes that moving from individual contributor to manager arguably “may be the most difficult career transition in business.” 

• The EY study emphasises role identity change, behaviour change, and coach‑supported integration as keys to such transitions. 

 

 

Take‑away: Coaching supports the identity transformation that new managers must go through — from being a top performer themselves to enabling the performance of others.

 

 

 

• Reduce stress and overwhelm during the first 90–180 days

 

 

• In transition coaching literature, the initial 90 days are highlighted as critical: new leaders are expected to “hit the ground running” but often struggle with role confusion, stakeholder management and overwhelm. 

• Coaching improves readiness and supports smoother transitions, which implicitly reduces the risk of early‑derailment. 

 

 

Take‑away: By engaging with a coach early, newly promoted managers can reduce the “sink‑or‑swim” feeling, get aligned faster, and calm the overwhelm during the high‑risk first months.