Here’s what I see happening at PR and communications agencies and within corporate communications departments: talented individual contributors get promoted to management roles because they’re great at the work. They’re strong writers and smart strategists, trusted by clients. And then they hit a wall, because without proper preparation, managers struggle to become leaders.

It’s not because they’re not trying, but because nobody taught them that being a practitioner and a manager/leader are actually different things.

Let me be direct: most agencies invest heavily in helping their people become better communicators, better strategists, better client counselors, better at harnessing social and digital, and now AI.

But they don’t invest nearly enough in helping their managers become leaders. And then they’re surprised when those managers struggle.

The Core Problem: We Promote Based on Technical Skills

Think about how someone typically becomes a manager at an agency. They’re excellent at their craft. They’re reliable. Clients like them. Maybe they’ve increased budgets. So to keep up with their new title and salary, they get promoted to manage a team.

But here’s what’s wrong with that logic: the skills that made them successful as an individual contributor, such as writing a brilliant pitch, thinking strategically about a campaign, managing client relationships, aren’t the same skills required to effectively lead a team.

Nobody tells them that. More importantly, nobody teaches them the new skills.

What Makes Someone a Manager vs. a Leader

A manager executes. They oversee projects, ensure quality, manage timelines, allocate resources. That’s important work, and agencies need people who can do it well.

But a leader does something different. Leaders develop people. They create and share a vision for what comes after what comes next, and help team members understand their roles in achieving it. They inspire. They elevate. They empower others to achieve their own success.

The manager makes sure the work gets done. The leader makes sure the people doing the work are growing, engaged, and performing at their best.

Most of the managers at your agency are probably trying to be more organized, more efficient, and better at project oversight. But that’s not enough: They need to become more effective leaders.

Why Your Managers Are Stuck

They’re still doing the work themselves. This is the most common pattern I see. The promoted manager is still writing, still on client calls, still in the weeds. They’re managing the work instead of truly leading people. And when you ask them why, they say “it’s just faster if I do it myself” or “I don’t want to burden my team.”

Translation: they don’t know how to develop their people’s capabilities, or they don’t know how to truly empower others. So they compensate by doing the work themselves. That’s not sustainable, and it doesn’t help anyone grow.

They’re conflict-avoidant. Most people don’t enjoy “difficult” conversations. But leaders must be able to give feedback that’s honest, kind, diplomatic, and direct. To hold people accountable, and address issues before they become crises. If your managers are avoiding those conversations, they’re not leading, they’re managing around problems.

They don’t have a leadership identity. They still think of themselves as “a writer who manages people” rather than “a leader who happens to have started as a writer.” That distinction might sound subtle, but it shapes everything about how they show up.

They’ve never learned how to develop others. Nobody taught them how to coach their team members. Nobody modeled what good development conversations look like. They’re doing the best they can, but they’re basically making it up as they go.

What Actually Helps Managers Become Leaders

Stop calling it a “soft skill.” It drives me nuts when agency leaders talk about leadership as if it’s some nice-to-have. Leadership is a critical skill, a strategic skill. It requires practice, feedback, and development. Treat it that way.

Invest in their development. You wouldn’t expect someone to become a great strategist without training, mentorship, and practice. Why would you expect someone to become a great leader without the same investment? Leadership training, executive coaching, and structured development programs aren’t luxuries, they’re necessities.

Give them permission to do less client work. If your manager’s job description includes too much billable client work, you’re setting them up to fail at leadership. They can’t develop their team if they’re too busy being part of the team. Sure, they must be billable enough to help your agency achieve industry-standard best-practices. This allows for ample time for team leadership.

Teach them how to have “difficult” conversations. This is one of the most valuable skills a leader can develop. Role play it with them. Coach them through it. Don’t leave them to figure it out on their own.

Help them see leadership as identity, not just activity. This is where coaching can be especially powerful. Working with an executive coach can help someone shift from “I’m a writer who manages people” to “I’m a leader who helps writers become excellent.”

What You’ll See When They Make the Shift

When managers start thinking and acting like leaders, the changes are obvious:

Their teams become more capable, not just busier. They’re delegating effectively and developing their people’s skills, not just assigning tasks.

They’re having the direct conversations earlier. They’re addressing performance issues directly instead of hoping they’ll resolve themselves.

They’re thinking strategically about their team’s development, not just tactically about this week’s deliverables.

They’re creating culture, not just managing workflow. Their teams have higher morale, lower turnover, and better performance.

The Investment Is Worth It

I know that investing in leadership development feels like a luxury when you’re under pressure to deliver for clients. But here’s what that mindset costs you: higher turnover, burned-out teams, mediocre performance, and a revolving door of managers who never develop into the leaders your agency needs.

If your managers are struggling to become leaders, that’s not a reflection on them. It’s a signal that they need development, not criticism. The question is: are you willing to invest in giving them what they need?

Research shows that executive coaching produces an average 788% ROI. That’s not just about individual performance, it’s about the ripple effect of better leadership across your entire organization.

Do you have a manager on your team struggling to become a leader, or are you experiencing this struggle? If so, I’m happy to offer a complimentary to discussion to explore how can help you or them a more effectively leader. Just click here to book some time.