You were the best on the team. Now you lead it.
One Monday someone told you: "Starting next week, you're coordinating the group." No manual. No training. No one explained that your job is no longer to do things well — it's to help others do them well.
The transition nobody prepares you for
In Argentina — and across Latin America — the pattern repeats itself: the best technician, the most reliable analyst, the most productive operator gets promoted. And from that Monday on, everything changes. Except the preparation. Which never comes.
This isn't executive coaching. There's no leadership philosophy here, no transformational vision to unpack. This is a practical eight-week program built around the real situations a new frontline leader faces in their first months: how to give a clear instruction, how to follow up without micromanaging, how to deliver difficult feedback without damaging the relationship.
Six challenges every new manager faces
The program addresses the six most common situations that catch first-time leaders off guard — the ones that don't appear in any job description.
How to give a clear instruction
Most misunderstandings in teams don't come from bad intentions — they come from instructions that were never clear to begin with. This module covers what makes an instruction complete: the expected result, the deadline, the available resources, and the level of autonomy the person has to make decisions along the way.
You'll practice structuring requests so that the person receiving them knows exactly what success looks like — without needing to ask three follow-up questions.
Follow-up that isn't micromanagement
There's a thin line between staying informed and hovering. New managers often swing between two extremes: either they never check in and are surprised by the result, or they check in so often that their team feels watched and untrusted.
This module gives you a practical model for agreeing on checkpoints at the moment you assign a task — so follow-up becomes a shared expectation, not a surprise inspection.
Negative feedback without damaging the relationship
Telling someone their work isn't good enough is one of the most uncomfortable things a new manager has to do — especially when that person was a colleague last month. Most new leaders either avoid the conversation entirely or deliver it so harshly that the relationship suffers.
You'll learn a structured approach to feedback conversations that is direct without being aggressive, and that focuses on behavior and results rather than character or attitude.
Managing the person who's always late
Chronic lateness is one of those situations that new managers tend to let slide for too long — and then address badly when they finally do. The challenge isn't just punctuality: it's about setting a standard for the whole team without making one person feel publicly singled out.
This module walks through how to have the conversation, what to say, and how to document the agreement so both parties are clear on what happens next.
Asking for help upward without looking incapable
One of the least discussed challenges for new leaders is managing the relationship with their own manager. Many newly promoted leaders are afraid that asking for guidance will signal weakness or incompetence — so they struggle in silence until the problem grows.
This module covers how to frame requests for support, how to distinguish between decisions you should make yourself and decisions that require escalation, and how to keep your manager informed without constant interruptions.
Surviving the colleague-to-boss transition
The hardest part of being promoted from within is that you already have a relationship with everyone on the team — and now that relationship has changed. Some people will test boundaries. Others will try to maintain the old dynamic. A few will feel resentful.
This final module addresses how to redefine your role clearly and respectfully, how to handle the social awkwardness of the transition, and how to build credibility as a leader without losing the trust you built as a peer.
Practical by design
Every session is built around real situations — not theory. You practice, then you apply. The next session starts with what happened when you tried it.
Practical Tools
Every session produces something you can use the next day: a conversation structure, a checklist, a way of framing a difficult message.
Real Exercises
Between sessions, you apply what you've learned in your actual workplace. The following session reviews what worked and what didn't.
Small Groups
Sessions are kept small so that every participant has space to work through their own situations — not just listen to examples.
Argentine Context
The program is built around how teams actually work in Argentina — the cultural norms, the workplace dynamics, the real conversations.
"New managers in Argentina are generally the best technician on the team — the one who one day was told: 'Starting Monday, you're coordinating the group.' No manual. No training. And no one explained that their job is no longer to do things well, but to help others do them well."
This program was built in response to that specific gap. It doesn't address vision, strategy, or organizational culture. It addresses the six concrete situations that derail new frontline leaders in their first months — and gives them practical tools to handle each one.