How to win trust and motivate your team as a new manager

Starting a new role is always exciting. There’s this rush of possibility –new challenges, new people, and new opportunities to make an impact.

But let’s be honest, it can also feel daunting, especially when you’re stepping into someone else’s shoes. You’re inheriting a team that’s already been shaped by another leader, with its own dynamics, history, and expectations.

When I’ve found myself in this position, one question always comes to mind: how do I hold down the fort while also steering the ship through waters I didn’t chart?

Over time, I’ve developed a way of approaching this transition that not only keeps the team motivated but also helps them grow, individually and together.

In this post, I want to share how I think about these transitions, how I handle tough situations like low performance or improvement plans, and the ways I create an environment where open feedback thrives. My hope is that you’ll find some practical insights you can use in your own leadership journey – whether you’re new to management or just navigating a big team shift.

Making motivation about more than numbers

One of the biggest challenges when stepping into a new role is keeping people motivated – especially if they’ve seen a lot of turnover in leadership. I’ve worked with teams who’ve watched multiple leaders leave in a short amount of time. And honestly, it takes a toll. People start to wonder: Why should I give my best effort if my leader isn’t sticking around?

That’s where I come in with a very clear message: I’m here for you. I want my team to know that I’ve got their backs, and that my job isn’t just about driving results – it’s about making their lives better and helping them grow.

Here’s the kicker, though: I’m not just trying to keep them around. Sure, I don’t want anyone to leave, but if they do, I want them to walk away with something valuable – skills, confidence, and experiences that help them land an even better role. That’s the standard I hold myself to as a leader.

And you know what? That perspective actually motivates people to stay. Because when your team knows you care about their future, not just the company’s bottom line, it builds trust. And trust is the foundation of motivation.

Why I value team performance over individual stars

It’s tempting to measure success by looking at individual performance numbers. And don’t get me wrong, results matter. But if you only focus on individual metrics, you miss the bigger picture: how well does the team work together?

I’m a team-first leader. I want to see how people collaborate, how they lift each other up, and how they grow as a unit over time. When you zoom out and look at performance through that lens, you start to see the hidden strengths – and the cracks – you’d miss otherwise.

Of course, I’m not blind to individual performance issues. If someone’s struggling, I’ll address it directly and coach them through it. But at the end of the day, I believe success comes from togetherness. A team that supports one another will always outperform a collection of isolated high achievers.

Dealing with low performers the right way

Let’s talk about one of the hardest parts of leadership: low performers. It’s never fun to deal with, but ignoring it is worse. Your team knows who’s not pulling their weight. And if you let that slide, it sends a damaging message – that mediocrity is acceptable.

The first step for me is always understanding. Is this person in the right role? Do they have the tools and support they need? Sometimes, low performance isn’t about effort – it’s about fit.

When that’s the case, I have honest conversations. I tell them: This might not be the right position for you, but I want to help you find the right one. And I mean it. My goal isn’t to shame or punish; it’s to help people succeed, even if that means moving to a different role or even a different company.

But if it comes down to repeated underperformance despite coaching and support, then yes, sometimes you have to make the tough call. And while that’s difficult, protecting the motivation and trust of the larger team has to come first.

Starting fresh with improvement plans

One of the trickiest situations I’ve faced as a new leader is inheriting team members who are already on improvement plans. It’s easy to look at those plans and think, Okay, this person’s already a problem. But here’s my rule: don’t come in biased.

Improvement plans are often based on a previous leader’s perspective, and those perspectives can be flawed. Maybe the data wasn’t accurate. Maybe the feedback was subjective. Or maybe, and this is huge, the real problem wasn’t the individual – it was the leadership.

So I approach these situations with curiosity. I get to know the person, I look at the context, and I give them the benefit of a fresh start. More often than not, I’ve seen people thrive simply because they finally had a leader who could connect with them in a different way.

Of course, if issues persist, then we revisit the plan. But I want my team members to know they’re not defined by someone else’s judgment. They get a fair shot with me, every time.

Creating a culture of open feedback

Here’s something I say to every team I lead: You’re not going to hurt my feelings.

I mean it. I don’t want my team walking on eggshells around me. If I roll out a new process and they think it doesn’t align with what they’re trying to achieve, I want them to tell me. If they’re confused about a strategy or feel it’s not working, I want that feedback.

When leaders make it clear that criticism is welcome – and actually mean it – it builds an atmosphere of trust. Feedback becomes a two-way street, and that’s how you get better as a leader.

I see my role as helping the organization succeed. And I can’t do that if my team is biting their tongues. So I treasure transparency. It’s not about being liked; it’s about being effective.

How I build trust when I’m the “new guy”

Coming into a team as a new manager can feel like walking into someone else’s house. There’s history you don’t know, traditions you didn’t set, and relationships you haven’t built yet. It’s easy to feel like an outsider.

That’s why my first priority is always building trust. I don’t try to change everything on day one. Instead, I listen. I ask questions. I learn how things have been done before. And I make sure people see that I respect the work they’ve already put in.

Over time, that respect earns me the right to introduce changes. But if you skip that step – if you walk in guns blazing with a new agenda – you’ll lose the team before you even start.

Why customer success leadership is about more than success metrics

Here’s the thing about customer success: it’s not just about hitting retention numbers or expanding accounts. It’s about people.

When I come into a new role, I’m not just thinking about making the CFO happy or hitting quarterly targets. I’m thinking about how to make life better for my team and for the customers they serve. Because when your team feels supported, and when customers feel genuinely cared for, the metrics take care of themselves.

That’s why I get so passionate about leadership in this space. I want to create a better world for customer success teams – not just for the organizations they work in, but for the people themselves.

Conclusion: Leading with empathy, trust, and growth

Stepping into a new leadership role isn’t easy. You’re balancing expectations from executives, building trust with a team that’s been shaped by someone else, and navigating performance challenges that didn’t start with you.

But here’s what I’ve learned: when you lead with empathy, prioritize team success, and create a culture of trust and open feedback, you set the stage for real growth. Not just for the company, but for the individuals on your team.

At the end of the day, leadership isn’t about being the smartest person in the room or having all the answers. It’s about being the person your team knows they can count on – whether they stay with you for years or move on to something new. And if you can be that leader, you’ll not only drive results, you’ll make a lasting impact.

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