Stepping into management is a big shift. The skills that get you promoted aren’t always the skills you need to succeed. New managers are often hired for potential, but without professional development, they’re left to figure things out alone.
Managing people requires skills like communication, delegation, feedback, conflict resolution, and motivation. These aren’t always intuitive and rarely taught as part of the process of getting promoted. Trial-and-error learning can work, but it’s a bumpy – and sometimes stormy – road.
Many new managers struggle silently, not wanting to be seen as failing. But staff notice when supervision is inconsistent, decisions are delayed, or communication falters. This creates a challenging environment for everyone and lowers staff morale.
That’s why a clear professional development track is essential. It does two things:
- Defines the skills new managers need and how they’ll build them.
- Gives permission for managers to learn on the job, without pressure for perfection.
The best tool to design this track is skill gap assessment. It shows where managers are when they start the job and where they need support. Start by identifying the core skills managers need. A quick search – or even asking AI – produces consistent lists of five to six essentials. But the key is fitting that list to your program’s environment.
Gather managers to define what each skill looks like in your program. Add Head Start specifics, like Performance Standards or licensing requirements. For example, “communication skills” will always appear on the list, but what does that mean in your context? What training already supports it? Repeat this process for each skill until you have a complete list of what managers need to thrive.
Then compare this list to your promotion process. How do recent promotions measure up? Strong potential is a start, but where do they need help? The difference between current ability and needed ability is the skill gap – the bridge professional development must build.
A strong pathway sets realistic expectations: time to acquire new skills and opportunities to apply them. It recognizes that growth is gradual, not instant.
Head Start programs value internal promotion and career pathways. A transparent plan for bridging the skill gap helps staff see both the challenges and the support available. It also inspires aspiring managers, showing them the skills they’ll need, how to build them, and demonstrates that your program will be there to support them.
Skill gap analysis creates sustainable systems to help employees thrive as they advance. Clear expectations and visible pathways boost morale and demonstrate an organization’s commitment to development. If your program is not already using skill gap analysis to support professional development, it is something that you should strongly consider.
