Leadership communication training for new managers: Avoid these 7 common mistakes
Stepping into a leadership role for the first time is both exhilarating and overwhelming. Most new managers are promoted because they excelled as individual contributors, but leadership demands a completely different skill set.
And the No. 1 skill that separates effective leaders from struggling ones? Communication.
Yet, most new managers have never received proper leadership communication training.
Most employee onboarding programs focus on learning the technical aspects of the role (how to use internal messaging systems and where to find process documents, for example). Rare is the case where new managers and leaders are taught what it means to lead a group of people towards a shared goal, or how to influence strategic decision-making, or how to have tough conversations with underperforming employees.
And what’s more, formal education routinely fails to address these kinds of “soft skills.”
Without leadership communication training, new leaders unknowingly fall into common traps that undermine their influence, erode trust, and stall progress.
Here are seven communication mistakes new leaders often make, and how you can avoid them by learning to lead with clarity, confidence, and heart.
1. Mistaking authority for influence
It’s easy to assume that once you become a manager, your title gives you the power to drive results. But positional authority does not equal influence.
Many new leaders fall into the trap of issuing directives instead of creating dialogue. They try to “command and control” their way to results, often because they feel pressure to prove themselves.
But true leadership isn’t about having all the answers. As I write in The New Leader’s Communication Playbook, leadership is communication. And communication is the practice of change.
Try this instead: Focus on creating psychological safety and clarity. Influence grows when your team understands why something matters and feels heard in the process.
Free Download: The New Leader’s Communication Playbook
2. Asking leading, not curious, questions
New leaders often ask questions like:
“Why didn’t you follow the plan?”
“Do you think that’s going to work?”
These sound like genuine questions, but they’re actually statements in disguise built to confirm a belief you already hold.
In leadership communication training, we teach how to shift from interrogating to exploring. A truly curious question invites your team’s best thinking.
Use this approach: Ask open-ended “what” and “how” questions:
“What made you decide to go a different direction?”
“How do you see this playing out?”
And before asking anything, pause and reflect:
Am I truly curious?
Am I ready to be surprised by the answer?
These small mindset shifts are part of the ASK then SEE method I coach leaders through — a communication framework rooted in curiosity and humility.
3. Avoiding difficult feedback conversations
Many new managers hesitate to give critical feedback. They worry about hurting feelings or creating tension, so they say nothing and let resentment quietly build.
This leads to conflict debt. The longer conflict goes unaddressed and unresolved, the heavier and more costly it becomes.
But when delivered well, feedback is a gift.
Try this structure:
Facts – “Here’s what I observed...”
Feelings & Stories – “Here’s how it impacted me and what I was thinking...”
Ask for Their Perspective – “How do you see it?”
When feedback becomes a normal, frequent part of your conversations, it feels helpful, not high-stakes.
4. Hoping conflict will fix itself
Conflict makes most people uncomfortable, especially new leaders. So they avoid it, hoping the issue will “work itself out.”
But the cliché phrase “Time heals all wounds” is a lie.
Unspoken conflict breeds tension, confusion, and disconnection. As I emphasize in my playbook: Conflict isn’t the enemy. Silence is.
Say this: “It seems like there’s some tension around this. Can we talk about it?”
Ask for facts and emotions, and be sure to label each as such.
By showing up with curiosity instead of certainty, you open the door to resolution.
5. Over-explaining or under-communicating results
New leaders often make one of two mistakes when sharing results:
They overwhelm their team with data.
They undersell the story behind the numbers.
Leadership communication training teaches you how to turn reporting into storytelling to connect effort to impact.
Use this 3-part formula:
What? – “Here’s what happened.”
So What? – “Here’s why it matters.”
Now What? – “Here’s what we’ll do next.”
When you clearly link outcomes to the big picture, you earn trust and credibility.
6. Pitching ideas without building buy-in
New managers often believe they need to present their big ideas in one bold, dramatic moment during a team meeting.
But a meeting is a terrible place to discover resistance.
Do this instead: Build momentum behind the scenes. Have informal one-to-ones with key stakeholders.
Ask:
“I’m exploring an idea — can I get your early thoughts?”
“What challenges do you see with this?”
This allows for honest feedback in a low-pressure environment and turns potential blockers into early advocates.
7. Believing you have to be the smartest person in the room
This is one of the most subtle, yet damaging beliefs new leaders carry.
Feeling like you have to “prove yourself” often leads to over-talking, over-explaining, and under-listening.
But the best leaders don’t know everything; rather, they know how to ask the right questions and hold space for others.
Ask yourself regularly:
“What could I be missing?”
“How can I best support my team?”
“What did we learn?”
Every leader starts somewhere. And communication is the skill that determines whether you grow into a trusted guide or struggle with frustration and disengagement.
If you’re a new manager, leadership communication training isn’t a luxury. It’s a necessity.
It’s how you build trust, resolve conflict, inspire action, and create change without burning out or losing your voice.
Interested in improving your leadership communication skills and presence? Learn more about what it’s like to work with me as your leadership communications coach.
