Manage the transition to manager

September 14, 2026|Kim's Blog, Lawyers, Management Skills, Marketing|

Nine delegates – from all parts of the legal community (solicitors, barristers and patent attorneys) attended the PM Forum – PM Forum workshop “Future Marketing and Business Development Manager”. It was hosted in the stunning library at Homepage | Quadrant Chambers in Fleet Street. Manage the transition to manager and adopt a commercial perspective (Future marketing and business development manager)

See PM Forum – PM Forum for the training schedule for remainder of 2026 and for 2027

Observations and themes from future managers

The morning sessions of “Future Marketing and Business Development Manager” cover technical topics such as leadership, management responsibilities, strategy, finance and developing marketing and business development plans. The afternoon sessions address people issues and personal development including being perceived as a manager, gaining stakeholder buy-in, managing a team and motivation. There are discussions, group exercises and creative activities throughout the day to promote commercial thinking.

A common theme was the need for more confidence as many future managers have a fear of mistakes and failures which leads them to hold back on new ideas and initiatives. The accountability risk when promoted to the front line can limit productive action.

The constant calls that some delegates had to field while training indicated the heavy workloads experienced by some future managers. A reflection on inadequate focus and resources and a lack of boundaries.

Delegates observed that the views of others were: “reassuringly relatable”. Whilst recognising the subjective nature of things – “we each have different views, but can trust our ideas while learning from others”. The need to be proactive and adaptable was also recognised – which is harder when you are under so much workload and time pressure.

Manage the transition to manager

“The journey of a thousand miles starts with a single step” Laozi

Delegates identified a challenge in navigating the changing social dynamics and relationships when you are promoted above your former peers. When the promotion celebrations fade, you need to manage the transition to manager. It requires mindset, knowledge, skills and behaviour shifts. And sometimes it comes with concerns and worries.

Mindset shifts as you transition to manager:

Consider the commercial aims of the business (beyond team operations)
Adapt from controlling people to influencing them
Move from an individual task focus to enabling the success and impact of the team
Consider focus and priorities above trying to please everyone (i.e. be more strategic)

Behaviour shifts as you transition to manager:

Listen first
Take ownership proactively
Set clear boundaries
Support team members instead of dictating and directing (use delegation and coaching skills)

Social and communication shifts as you transition to manager:

Address the discomfort of the new dynamic – don’t ignore things or pretend nothing has changed.
Own your new role – Be proud of your promotion and share your positive vision quietly but confidently. Appreciate and encourage team members to voice their feelings
Build credibility – Offer constructive feedback consistently and make collaborative, gradual changes to earn long-term trust
Be clear – Explain what you will and will not be doing by setting ground rules and your communication preferences
Establish professional distance while remaining supportive and approachable
Act fairly – Treat close friends and former peers with equal consistency, avoiding special treatment or letting poor performance slide
Focus on growth – Shift the dynamic by making interactions about developing team members’ strengths and career goals within the firm’s goals (alignment)
Hold 1-on-1 meetings: Encourage private check-ins to listen to individual concerns and expectations

Delegates’ transition checklist for new MBD managers:

The delegates co-created a transition checklist for new MBD managers:

Immerse yourself in information to learn about the sector, clients and services
Listen carefully to what people say and ask incisive questions
Understand people’s expectations and goals
Take time to learn about your team and the stakeholders
Be accountable for your decisions and actions
Anticipate what the firm and teams need (don’t wait to be asked)
Adopt a positive attitude but be alert to potential obstacles and issues
When people ask your views, be confident of your response
Be comfortable seeking and offering feedback sensitively
Do not avoid difficult or challenging conversations – find a way to communicate calmly and professionally
Seek support from peers and seniors where necessary – you are not alone

(Other “first 90 day” checklists were explored)

Adopt a more commercial perspective

A critical change as you transition to manager is to adopt a more commercial mindset in how you support the firm’s business objectives, choose the MBD priorities and manage the team. Communicate clearly your contribution to business development to senior stakeholders. Hone your market intelligence skills by tapping into numerous information sources about the changing external environment – the economy, competitors and client needs.

Learn what’s on the board’s mind by talking to senior people to assess their views on financial performance, strategic growth and risk management.

Consider what’s on the Board’s agenda

Financial Performance: Review monthly revenue, profit margins, cash flow and billable utilization rates
Pipeline and sales: Evaluate active client proposals, upcoming contract renewals, new targets and emerging opportunities
Risk and compliance: Address active disputes, insurance renewals, regulatory changes and cybersecurity updates
Talent and resources: Assess staff utilization, recruitment needs, partner promotions and retention strategies
External environment: Economic and market changes and competitor activity
Strategic initiatives: Review updates on new service lines, technology investment, international expansion or potential mergers and acquisitions

As there are so many “moving parts”, balance the “business as usual” operational workload against making strategic changes for the future at firm, team and individual level

Do you need marketing and business development qualifications?

There was a lively debate on this topic – Which are more important: your qualifications or track record and results?

There’s value in structured learning – whether from university, in professional qualifications, through an apprenticeship or on short, focused courses. And there is a difference in academic and practitioner learning. Qualifications demonstrate your commitment to the profession. They also boost your confidence.

You need to talk persuasively about what you’ve achieved in the past (and how you might tackle things in the future) to future employers. Your track record becomes more important as you progress to senior roles.

So there needs to be both evidence of strong knowledge and of past achievement. Where all candidates have strong track records, qualifications may be the differentiator.

We all recognised the need for constant learning throughout your career as change and complexity accelerates.

Concluding reflections of future marketing and business development managers

Delegates were asked to share their primary image, idea and action from the day

Image	Idea	Action
Room of all the past “difficult” people	Strategy and plan	Use the “first 90 days” checklist
Three people managers	Confidence to share ideas	Build a strategy and plan
Winnie the Pooh	Self-confidence	Use toolbox for “difficult” interactions
Bulldozer	Shift role from reactive to strategic	Delegate outcome not the process
Financial exercise pages	Plans	Read strategy book Book review: The Strategy Book by Max McKeown
Sheep	Coaching Resist the temptation to provide instant answers (Coaching	Speak to the finance team
Good leader	Align MBD team with firm’s goals and strategy	Ask incisive questions Clarity, power and incisive questions
On the balcony	Align to Board’s commercial aims	Explore different strategic tools and case studies
Multiple hats	SOSTAC	Demonstrate appreciation Appreciation – The power of a humble “Thank you” – Kim Tasso

About the delegates

How delegates introduced themselves

Three key words to describe themselves	Their favourite quote/value	Questions and aims for the session
Commercial. Empathic. Advisory		Just promoted to manager – moving from reactive to advisory
Growth. Regional law. Promising	What’s meant for you won’t pass you by	Understand how to gain buy in to non-digital activities
Empathic. Solutions-focused. Amicable	Always a blue sky behind grey clouds	Obtain a general overview of the role – and how to adapt
Personable. Prepared. Proper	Looking at it, not for it	Gain knowledge and best practice
Creative. Problem-solving. Thoughtful	If you can tell me what to do, you can do it	Take the next step in my career
Laid back. Organised. Personable	It’s nice to be nice	Understand how to manage people in a new role
Trusted. Communication. Planning	Fail to prepare, prepare to fail	Just been promoted so keen to learn tools to help with new role
Attention to detail. Commercial. Perfectionist	If you think you can, or you think you can’t, you’re right	Gain confidence and skills to step up
Development. Organised. Engagement	Everything happens for a reason	Starting a new role soon – learn how to build a team

Half-way reflections (at the end of the technical content)

Reflection	Question
SOSTAC strategic planning model	How to align marketing with the Board’s priorities?
Marketing and business development budgets	How to plan better for each stage of a campaign?
Get back to basics on MBD strategy	How to focus MBD efforts?
Using marketing models to enhance plans	How to build commercial knowledge?
Delegation	How to use strategic frameworks to help fee-earners?
Delegate the outcome not the process	How to link our roles to the strategy?
Strategic marketing models	How to develop and use ROI?
Tracking goals and plans within teams	How to manage day-to-day work with plans for the future?
Planning	How to improve knowledge of and relationships with the finance team?