Managing former peers can be challenging, but with the right approach, it can also be an opportunity for growth and leadership development. Managing Former Peers can be a challenge.

“Leaders must be close enough to relate to others,
but far enough ahead to motivate them.”
― John Maxwell

Congratulations on receiving the promotion of the lifetime. You have gone from “Bud To Boss” and the excitement is overwhelming. You excitedly share your promotion with your coworkers, then realize you’ll now be their manager.

(Cue: dramatic pause, deep breath and sigh)

Being promoted to lead your former peers can be an exciting and challenging opportunity…if you’re prepared. Here are four actions you should consider taking from day one to ensure success in your new role.

Your excitement fades as you realize your promotion disappoints some colleagues who also wanted the role, making the situation awkward. Managing former peers is especially challenging for new managers.

Managing Former Peers: Gaining Your Team’s Trust

According to research conducted through Pepperdine’s Graziadio School of Business, there are some things you can (and should do) to gain your new teams trust: 

• To excel in your new role, firstly, be an excellent listener.
• Secondly, take initiative to find creative solutions for complex problems.
• Furthermore, follow through on goals and strive for consistency and transparency.
• Communicate clear lines of workflow and process
• Focus on inspiring your team, rather than intimidating tactics
• Finally, accept changes as part of growth, and encourage your people to do the same

Managing Former Peers: Taking Concrete Steps for a Smooth Transition

While a good starting point, this list lacks concrete steps for a smooth transition. To take some of the guesswork out of this for you, a recent HBR article titled “What to Do First When Managing Former Peers” suggests the following high-level action steps to take as soon as possible:

• Plan one-on-one meetings with individuals.
• Create a team planning session.
• Prepare for swift interventions with resistant individuals.

To ensure a smooth transition and future success, let’s outline the necessary steps. These are not in order but rather reminders of what to do and where to focus your attention.

Managing Former Peers: Address The Team

In order to clarify expectations and establish your new leadership dynamic, hold a team meeting.As prescribed in the HBR article:

1. 
   

   Initially, start by discussing the purpose of the team. Subsequently, use this as a chance to evolve the mandate in accordance with changing times.

   
   
2. Bring in some of the ideas from the one-on-one conversations you had beforehand and engage in a discussion about where you need to continue on the same path and where you need to change the trajectory. By making some modifications to the goals or priorities of the team, you will demonstrate that you’re leader in your own right.
3. Discuss the ideal meeting cadence for the team. What are the different types of meetings you’ll need, how frequently do you need them, and with what durations? Meetings are often associated with the leaders who established them, so setting out your own meeting formats and times goes a long way toward ushering in the new era under your leadership. 
4. Spend some time explaining how you like to operate and what your rules of the road are going to be. If you can distill your philosophies into two or three guiding principles, it’s really useful.
   

    

   
   

People Parameters

It’s now time to create some professional boundaries – something that you didn’t need in your previous role. Avoid gossiping, complaining about work, and (wait for it…) less outside-of-work socializing. Meeting up for drinks and other outside activity isn’t going to produce the space you need to grow in(to) your new role. Close friendships outside of work just aren’t smart when you’re managing people’s performance and making decisions about their raises, promotions, assignments, and potential layoffs and firing.

Level Up

Engage your new peers. Seeking insight and advice from other managers (new or old) will help you create a sense of familiarity (something you brain naturally craves) and begin building your confidence in your new role. Don’t be afraid to dive in and ask them for their thoughts on key processes you may now be accountable for such as year-end performance reviews and budget management.

Social Media

Change your privacy settings. It goes without saying that you shouldn’t be posting anything online that could or would derail your professional career but considering you may already be connected to your new team from your previous role – it’s time to rethink the connection. Remember, you may be adding not just new people on your old team but your new peer group may hear or see things that you would rather stay private. If you were vigilant about your social media habits before then you needn’t worry.

 

Executive Coaching in New York

Navigating the transition from peer to leader can be especially challenging, and seeking external support can be invaluable. Therefore, if you’re based in New York, consider engaging an executive coach. Executive coaching in New York provides personalized guidance and support tailored to your specific needs and the unique dynamics of the city’s business environment. Furthermore, a skilled coach can help you develop essential leadership skills, build self-awareness, and navigate the complexities of managing former peers with confidence and finesse. In addition, they can offer objective feedback, help you identify blind spots, and provide strategies for effective communication, conflict resolution, and team building. Ultimately, investing in executive coaching can be a significant step towards thriving in your new leadership role and achieving long-term success.

 

Final thoughts:

The quickest path to emotional happiness is in recognizing that the dynamics have changed in many ways. You can’t have the same relationships with your former team that you used to have. Your new level of leadership introduces a new paradigm to the power dynamics and it simply won’t be sustainable to have what you had before.

Take comfort knowing that this transition is completely normal and the key to success lies in creating a strategy, which includes setting new boundaries and most importantly transforming your behavior. Above all, go easy on yourself. You’re in a new role and the transition is a learning process and opportunity. You were chosen for this role because someone saw you possessed the abilities and confidence to be there – so don’t forget that. You earned it. 

The floor is yours: What’s your recipe for being a successful manager?

Please leave your comment below as your insights are greatly appreciated and a learning opportunity for everyone reading this article.

With leadership,
Joshua
www.JoshHMiller

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