How I became a leader when I was young: an authentic story of becoming a leader
How did a 26-year-old junior marketing coordinator become the leader of a 50-strong team in four years? This is Martha History of - an example of how talent, perseverance and proper coaching how support can create success for young leaders.
The beginning: when everything happened too fast
Márta started working in 2019 as a junior marketing coordinator in a multinational company. Freshly graduated, ambitious, but as it turned out, completely unprepared for what was ahead.
"The first six months felt like trying to steer a boat in a storm," recalls Márta. "Every day there were new challenges, new expectations, and I was trying to learn everything at once."
The turning point came at the beginning of 2022, when the immediate manager unexpectedly left the company. Márta, who until then had only been coordinating small projects, suddenly found herself at the head of a team of 8 people. At the age of 26.
The first steps of leadership: mistakes and lessons learned
"At first I thought that if I could get everyone behind me, I would be a good leader," says Márta. "I tried to be everyone's friend while also expecting performance. Of course, that didn't work."
My first year as a manager was full of pitfalls:
- Difficulty in managing conflicts
- Taking the criticisms too personally
- Could not delegate properly
- Team productivity stagnated
"There was a point when I was seriously considering stepping down from my management position. I felt that neither my team nor those above me trusted me."
The crucial step: coaching support
In the summer of 2023, after a difficult project, Martha decided she needed help.
"My HR colleague recommended the CoachLab (also known as CoachHub.hu at the time) coaching programme. At first I was sceptical - what can someone teach me about leadership? And not only about leadership, but how could an outsider help me with my specific, particular situation?"
The coaching programme focused on three (plus one) main areas:
- Developing self-awareness: Márta has learned to recognise her own leadership style and its effects
- Communication skills: How to give feedback, how to handle conflicts
- Team building: How to motivate your team and delegate effectively
- +1 Best practice: Martha asked for extra help. Best practices in similar situations can lead to faster progress, and if you are an experienced driver, Rob is your coach and the coach agrees to take advantage of this extra opportunity
"After my first coaching session, I knew I had made the right decision. Finally, someone helped me to think about leadership in a structured way. Maybe I could have done it partly and for longer on my own, but that wasn't the focus with the daily routine. Maybe that's one of the pluses a coach gives, like focus and attention."
The breakthrough: the birth of a new leadership style
During the coaching programme, Márta gradually transformed her driving style. The change was not immediate, but it was consistent.
"I've learned that leadership is not about pleasing everyone, but about setting clear expectations and being consistent," concludes Márta.
The results were not disappointing:
- Team performance improved by 35% in just four months
- Employee satisfaction has increased significantly, with a leader-type manager
- Martha's confidence in herself has been significantly strengthened
Continuing success: bigger challenges
In 2024, Márta was appointed head of a marketing department of 20 people, and in 2025 she became head of the entire marketing and communications division - with 50 employees.
"I now know that coaching was not a one-off investment, but the start of a process. I work regularly with my coach because I know that leadership is an ever-evolving skill."
Now 29, Márta is one of the youngest division managers in the big company. Her team is stable and motivated, and the company's marketing results, as well as the results of related business areas, are consistently breaking records.
What can Martha's story teach young leaders?
Martha's case is not unique. Many young professionals find themselves unexpectedly in a managerial position, without preparation or even coaching. The difference between those who succeed and those who fail often lies in how open they are to learning and development.
"Coaching has taught me that leadership is a profession that can and should be learned. It's not enough to be good at what you do - leadership is a whole different skill set."
Why coaching?
Traditional leadership development training often provides general advice. In contrast, coaching is personalised, focuses on specific challenges.
"The coach didn't tell me what to do. He helped me to find solutions myself, but in a way that really suited my personality and situation."
What CoachLab can do, the difference...
"What I got from CoachLab was not only professional knowledge. I learned to know myself as a leader, and I got tools that I have been using ever since, every day, really every day!"
Frequently Asked Questions (FAQ)
At what age should I start thinking about becoming a leader and when do I need coaching support?
The age of becoming a manager can vary widely - some people become managers as early as 25, others only around 35-40. It's not about age, it's about readiness and attitude. Coaching support is needed when you feel that the challenges of leadership are beyond your current capabilities or when you want to accelerate your development. Márta's example shows that even during the first leadership experiences, the right coaching support can be a huge help. Young leaders often find that they have the professional skills but need to develop their leadership skills - this is natural and not a shame but an opportunity.
How to recognise that a young leader really needs coaching support and is not just experiencing temporary difficulties?
There are clear signs that indicate the need for coaching: if team performance is stagnating or deteriorating, if there are frequent conflicts in the team, if the leader is constantly stressed and overworked, or if he or she has difficulty delegating and wants to do everything himself or herself. Other indicators may be when the leader loses motivation or receives negative feedback from superiors. These were also the symptoms in Martha's case: her team's productivity did not increase and she felt she was not getting out of the situation. Temporary difficulties usually resolve in a few weeks, but if the problems persist for months, it is worth seeking professional help.
At what age should I start thinking about becoming a leader and when do I need coaching support?
The age of becoming a manager can vary widely - some people become managers as early as 25, others only around 35-40. It's not about age, it's about readiness and attitude. Coaching support is needed when you feel that the challenges of leadership are beyond your current capabilities or when you want to accelerate your development. Márta's example shows that even during the first leadership experiences, the right coaching support can be a huge help. Young leaders often find that they have the professional skills but need to develop their leadership skills - this is natural and not a shame but an opportunity.
How to recognise that a young leader really needs coaching support and is not just experiencing temporary difficulties?
There are clear signs that indicate the need for coaching: if team performance is stagnating or deteriorating, if there are frequent conflicts in the team, if the leader is constantly stressed and overworked, or if he or she has difficulty delegating and wants to do everything himself or herself. Other indicators may be when the leader loses motivation or receives negative feedback from superiors. These were also the symptoms in Martha's case: her team's productivity did not increase and she felt she was not getting out of the situation. Temporary difficulties usually resolve in a few weeks, but if the problems persist for months, it is worth seeking professional help.
How long does it take to achieve meaningful changes in leadership skills through coaching?
The effectiveness of coaching depends largely on the commitment of the individual and the specific objectives. In Márta's experience, the first positive changes can be seen after just a few weeks - for example in communication or conflict management. Deeper transformations, such as a change in leadership style or an improvement in team performance, usually take 3-6 months. Long-term results, as Martha's career arc shows, can take years. It's important to know that coaching is not a panacea - it requires ongoing work and practice, but the results are lasting and profound. Most clients experience a noticeable improvement in their leadership effectiveness within the first third of the coaching programme.
What specific leadership challenges might coaching be most effective for a young leader?
The most common challenges for young leaders where coaching can be particularly effective are: building authority without becoming authoritarian, learning to delegate effectively, managing difficult conversations (for example when performance problems arise), managing different generations in a team, and developing self-confidence and leadership identity. Martha's example shows how coaching has helped her to find a balance between remaining friendly and being assertive. Other areas include: time management, stress management, upward communication (liaising with managers) and motivating and developing the team. The advantage of coaching is that these topics are not dealt with in theory, but in relation to real workplace situations.
How does executive coaching differ from traditional training or mentoring?
Traditional leadership training is usually conducted in a group format, with a predefined curriculum and general topics. Mentoring involves an experienced leader sharing his or her experiences and giving advice. Coaching, on the other hand, is an individual, personalised process where you don't get advice, but help to find your own solutions. In Martha's case, the coach did not tell her what to do, but helped her to discover her own leadership style through questions and exercises. Coaching is interactive, the client is an active participant, not a passive recipient. While in a training session you can learn the steps of delegation, in coaching you also practice them and learn how to apply them to your own personality and situation. Coaching for a longer-term relationship, which allows for deep change and continuous improvement.
Are you ready to take control of your career and your team?
Martha's story is not unique - every day we help young leaders to become confident in their roles and build successful teams.
If you're a young leader, or soon-to-be leader, and want to experience how professional coaching can transform your career, contact us.
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