Becoming a manager is often presented as a straightforward sign of career progress. You perform well, take on more responsibility and eventually receive the opportunity to lead someone else. Your title may change, people congratulate you and a new chapter of your career begins.

But becoming a manager does not mean you suddenly have all the answers.For many first-time managers, the transition brings an uncomfortable realisation: being good at your own job and helping someone else succeed are two very different responsibilities.

You must learn when to give direction and when to step back. You need to provide feedback, navigate difficult conversations and adapt your approach to someone whose working style may differ from your own. Your decisions can influence another person’s confidence, development and experience at work.

We spoke with three of Osome’s young and first-time managers about what changed, what surprised them and the support that helped them find their footing.

Meet our first-time managers

Kresna Triadi, Talent Acquisition Specialist

Kresna joined Osome as a Talent Acquisition Intern and was the youngest employee in the company at the time. He later progressed to Talent Acquisition Associate and then Talent Acquisition Specialist. Today, he manages a Talent Acquisition Coordinator and is one of the youngest managers at Osome. 

Jane Sebastian-Chee, KYC Team Lead

Jane leads Osome’s KYC team, managing 8 agents across different countries. Her experience of moving into management highlights the importance of understanding how different people work, communicating clearly and balancing empowerment with accountability.

Brendan Loh, FP&A Team Lead

Brendan worked mainly as an individual contributor at his previous company. Today, he leads Osome’s FP&A team, managing one FP&A Analyst and one FP&A Intern. For him, the transition into management meant learning to coach others, remove roadblocks and recognise the personal circumstances that can affect someone’s experience at work.

1. What changed when you became responsible for someone else?

A first management role changes more than someone’s title. Alongside your own responsibilities, you need to consider whether another person has enough clarity, context and support to perform well.

Kresna: “I had to become more intentional about explaining the thinking behind the work. When someone is new to recruitment, giving them a task is only part of it; they also need to understand why it matters and what a good outcome looks like. As Iqbal developed, my role became less about giving instructions and more about helping him build his own judgement. Seeing him take ownership of responsibilities that were once new to him changed how I thought about my own success.”

Jane: “I shifted my focus from just clearing my own daily tasks to making sure the team had everything they needed to do theirs smoothly. Instead of trying to handle everything myself, I had to step back, unblock issues and guide the team without micromanaging. Success became less about my individual output and more about how well we succeeded together.”

Brendan: “As an individual contributor, I mainly focused on maximising my own output and solving problems directly. Stepping into management, my approach shifted towards enabling my team, removing roadblocks and measuring success by what we could accomplish together. It required letting go of the ‘doer’ mindset to become more of a coach and facilitator, trusting my team members to execute to the best of their abilities.”

2. What surprised you most about becoming a manager?

The less visible parts of management can be the most demanding: listening carefully, adapting feedback and understanding what someone needs before deciding how to help.

Kresna: “What surprised me was how much self-awareness management requires. Something that feels clear to me may not be clear to someone else, and the way I communicate can affect whether they feel comfortable asking questions. I’m also learning that empathy needs to be built into the everyday relationship. If someone is struggling, I want to understand what has changed before making a judgement, then work with them on what support they need and what still needs to be delivered.”

Jane: “I was surprised by how much energy goes into communication and active listening rather than just operational work. I definitely underestimated how differently each person handles feedback, stays motivated and tackles everyday challenges. Realising there isn’t a one-size-fits-all approach to managing people was my biggest learning curve.”

Brendan: “I was surprised by the nuance involved in managing someone beyond overseeing their day-to-day responsibilities. You have to actively empathise with team members when they are dealing with difficult personal issues, which can mean lending both emotional and practical work support. When things go wrong, it is important to see past the mistakes and encourage your team to learn, grow and develop professionally from the experience.”

Their answers point to an ongoing balancing act: understanding the person while keeping expectations clear. A supportive conversation can still include honest feedback, agreed next steps and a follow-up on progress.

3. How has Osome supported you as a first-time manager?

The opportunity to manage is only the beginning. Having someone to ask, reflect with and learn from helps new managers navigate situations they have not encountered before.

Kresna: “My progression from intern to associate and then specialist gave me opportunities to take on more responsibility and work with different stakeholders before I began managing someone. As I moved into management, being able to discuss challenges with my own manager and colleagues in the People team helped me reflect on my approach. Having that support makes it easier to acknowledge when I’m unsure and think through how to handle a situation.”

Jane: “Regular check-ins and honest feedback from my manager were huge in helping me navigate tricky situations as they came up. Having peers willing to share their real-world experiences and practical advice made a massive difference too. The trust from leadership gave me room to find my footing while knowing support was always there when I needed it.”

Brendan: “The open feedback culture at Osome and the continuous, patient mentorship from my own manager have been incredibly grounding. Having a safe space to ask vulnerable questions and discuss situational challenges with my manager and colleagues helped me navigate the early uncertainties of leadership without feeling isolated.”

For these managers, support has come through both trust and access to guidance: room to make decisions, alongside people who can help them reflect and improve.

4. What would you tell someone becoming a manager for the first time?

There is no single formula for effective management. But all three managers return to a similar starting point: build trust, stay curious and accept that learning is part of the responsibility.

Kresna: “You don’t need to wait until you feel completely ready, but you do need to be willing to learn and take responsibility for your impact. Get to know the person you manage: what motivates them, where they need support and what they want to develop. Set clear expectations, give them room to try and follow up consistently. You’re learning too, so stay open to feedback from them.”

Jane: “Focus on building genuine trust and active listening before jumping in to fix every problem yourself. You don’t need to have all the answers; set clear expectations, provide guidance and support people so they can do their best work. Always remember that your success now comes from helping your team grow and succeed.”

Brendan: “Don’t put pressure on yourself to have all the answers right out of the gate. Focus on building genuine trust and psychological safety with your team members first. Everything relies on that foundation before you can achieve greater things together as a team.”

Growing into management

At Osome, our employee value proposition centres on giving people opportunities to help shape the future of accounting in an environment that embraces care, transparency, attention to detail and continuous improvement.

For some, that opportunity means becoming responsible for another person’s development for the first time. These experiences show how those values can take shape in everyday management: listening before judging, giving honest feedback, setting clear expectations and learning alongside your team.

No one begins that journey with everything figured out. Sometimes, becoming a good manager starts with being willing to admit how much there is still to learn.

If you are ready to take ownership, continue learning and help shape what comes next, explore our current opportunities at Osome.