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 - egy példa arra, hogy a tehetség, kitartás és a 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.
"Az első hat hónapban úgy éreztem, mintha egy viharban próbálnék meg hajót kormányozni" - emlékszik vissza Márta. "Minden nap új kihívások, új elvárások, és én próbáltam mindent egyszerre megtanulni."
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
Eleinte azt hittem, hogy ha mindenkit magam mögött tudok, akkor jó Manager leszek" - mesél Márta. "Próbáltam mindenkinek a barátja lenni, miközben teljesítményt is vártam el. Ez természetesen nem működött."
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 thinking about stepping back from the from a managerial position. Úgy éreztem, hogy sem a csapatom, sem a felettem állók nem bíznak bennem."
The crucial step: coaching support
In the summer of 2023, after a difficult project, Martha decided she needed help.
"A HR-es kollégám ajánlotta a CoachLab (akkoriban még CoachHub.hu néven is ismert volt) coaching programját. Eleinte szkeptikus voltam - mit taníthat nekem valaki a vezetésről? Ráadásul nem csak a vezetésről, hanem az én specifikus, sajátságos helyzetemmel kapcsolatban hogy tudna egy kívülálló segíteni?"
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
"Az első coaching alkalmam után már tudtam, hogy jó döntést hoztam. Végre valaki segített abban, hogy strukturáltan gondolkodjak a vezetésről. Lehet, hogy részben és hosszabb idő alatt ment volna egyedül is, de a napi rutin mellett nem ez volt a fókusz. Lehet, hogy ez az egyik plusz, amit egy coach ad, például a fókuszt és odafigyelést."
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.
"Megtanultam, hogy a vezetés nem arról szól, hogy mindenkinek tetszem, hanem arról, hogy tiszta elvárásokat fogalmazzak meg és következetes legyek" - foglalja össze 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
2024-ben Márta már egy 20 fős marketing részleg vezetője lett, 2025-ban pedig az egész marketing és kommunikációs divízió élére került - 50 munkatárssal.
"Most már tudom, hogy a coaching nem egyszeri befektetés volt, hanem egy folyamat kezdete. Rendszeresen dolgozom coach-ommal, mert tudom, hogy a vezetés egy állandóan fejlődő képesség."
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.
"A coaching megtanított arra, hogy a vezetés egy szakma, amit tanulni kell és lehet is. Nem elég, ha jó vagy a szakterületedben - a vezetés teljesen más skillek kombinációja."
Why coaching?
Traditional leadership development training often provides general advice. In contrast, coaching is personalised, focuses on specific challenges.
"A coach nem mondta meg, hogy mit csináljak. Segített abban, hogy magam találjam meg a megoldásokat, de olyan módon, hogy azok valóban az én személyiségemhez és helyzetemhez illettek."
Amit a CoachLab tud, a különbség...
"Amit a CoachLab-től kaptam, az nem csak szakmai tudás volt. Megtanultam megismerni önmagamat vezetőként, és olyan eszközöket kaptam, amiket azóta is használok, minden nap, tényleg mindennap!"
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 nagyban függ az egyén elköteleződésétől és a konkrét célkitűzésektől. Márta tapasztalata szerint az első pozitív változások már néhány hét után jelentkezhetnek - például a kommunikációban vagy a konfliktuskezelésben. A mélyebb átalakulás, mint a vezetői stílus megváltozása vagy a csapat teljesítményének javulása, általában 3-6 hónapot vesz igénybe. A hosszú távú eredmények, mint Márta karrierjének íve mutatja, akár éveken át tartó folyamatok lehetnek. Fontos tudni, hogy a coaching nem csodaszer - folyamatos munkát és gyakorlást igényel, de az eredmények tartósak és mélyrehatóak. A legtöbb ügyfél már a coaching program első harmadában érzékelhető javulást tapasztal a vezetői hatékonyságában.
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?
Márta története nem egyedi - minden nap segítünk fiatal vezetőknek abban, hogy magabiztossá váljanak szerepükben és sikeres csapatokat építsenek.
If You are a young leader or want to become one soon, and want to experience how professional coaching can change your career, contact us.
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