نظرة خاطفة على SHRM25: إعداد القادة الجدد للنجاح

Leading people is harder than expected for most new managers — and many are struggling in silence. Without formal leadership training, tasks such as accountability, conflict resolution, and performance management can feel overwhelming.  

Joseph Grenny, a New York Times bestselling author, keynote speaker, and co-founder of Crucial Learning, an organizational and leadership development firm in Provo, Utah, will reveal key challenges new leaders face and offer practical solutions to overcome them during a session on June 30 at SHRM25 in San Diego and virtually. 

Learn the essential skills for stepping confidently into leadership, holding team members accountable, and building strong, trust-based relationships with diverse teams. 

The session is available to registered in-person and remote attendees.  

Grenny briefly discussed his upcoming session with SHRM. 

SHRM: What are some of the common problems new managers run into? 

Grenny: New managers often walk into the role with good intentions but little preparation. They believe their promotion signals, “You’re a high performer — now lead others to do the same.” But leading isn’t just about execution — it’s about connection, coaching, and accountability. And that’s where the real struggle begins. In our research, nearly two-thirds of new managers admitted that leadership was harder than expected. They fake confidence while silently battling doubt. Delegation feels risky. Holding people accountable feels awkward. And too often, they avoid the very conversations that would solve their problems. What’s worse, over a third of new managers say they received no training before taking on the role. They’re handed the title and left to improvise through trial and error — usually error. It’s no wonder so many feel isolated and under-equipped. 

SHRM: How can organizations help new leaders develop confidence in their role? 

Grenny: The fastest way to help new leaders grow in confidence is to equip them with the right conversations. Skills like clarifying expectations, addressing performance gaps, and resolving conflict aren’t just “nice-to-haves” — they are the job. When a new manager doesn’t speak up about broken commitments or disruptive behavior, they pay for it in declining trust and productivity. But when they know how to talk it out — safely, candidly, and constructively — they stop tiptoeing and start leading. Organizations that provide skills-based training in accountability conversations empower leaders to solve problems before they escalate. Confidence doesn’t come from charisma or titles. It comes from competence — especially in high-stakes moments. If you want a confident leader, teach them how to start the conversation that matters most.

SHRM’s Honest HR Podcast: “How HR Can Support First-Time People Managers”

SHRM: What will attendees take away from your session? 

Grenny: Attendees will walk away with practical tools they can use immediately to build connection, address hard issues, and coach with candor. They’ll learn how to recognize the accountability conversations they’re avoiding and how to navigate them with clarity and courage. We’ll explore the concept of “Moments of Disproportionate Influence” — those seemingly small conversations that shape culture, trust, and performance far more than we realize. They’ll learn the CPR model (content, pattern, relationship) to identify the right level of conversation, and they’ll gain simple but powerful skills for starting those crucial dialogues — skills like describing “expected versus observed” behavior and making it safe to talk. Most of all, they’ll walk away with a shift in mindset: that leadership is not about having all the answers, but about creating the kind of conversations where solutions can surface. Accountability isn’t a confrontation — it’s an invitation to realign, reconnect, and grow.