Congratulations on your promotion! You have been a star contributor in your department, and have rightfully earned this opportunity to now lead the group.
Beyond the expected challenges of learning the ropes as a new manager – administrative and human resource processes, policies, budgets, etc.– one of the most challenging aspects is the shift in the relationship with your co-workers from peer to manager.
Are you prepared to keep confidential information withheld from someone you have been friends with in the office for many years? Can you give a fair and balanced performance review to the co-worker who always seemed to annoy you and get on your nerves? How can you let your former peers know that you are still the same person, and you have just taken on a different role with new responsibilities?
These are just a few of the many issues that are likely to arise when you take that step up into the ranks of supervision and management. While the rewards are many, so are the challenges.
Here are some guidelines that may help in your transition from peer to manager:
- Take time to think about how you want to define yourself as a leader. What values and principles will guide you in your new role? What qualities do you admire in other leaders that you will want to establish as your “brand.”? What do you desire your reputation to be?
- As you take on the new role, talk to your group beforehand. Let them know how excited you are, that it may take a while for you to adapt to your new role, and that you appreciate their patience and support.
- Let the employees know that some things will change, both in their relationship with you, and in some aspects of the departmental goals and expectations. No two managers are alike, and you will be establishing your own style, which is likely to differ from your predecessor.
- When you need to make a decision, be sure that it is based on the right reasons for the business or its customers, and not driven by your need to please some employees or avoid disappointing others.
- Be pro-active in your communications. Meet regularly with your staff and supplement with written memos or emails to keep them updated on relevant issues. Lack of information, particularly in times of change, creates fodder for the rumor mill.
- Learn to honor confidential information which is entrusted to you. Now that you are a manager, you will be privy to inside information, some of which you must absolutely keep to yourself, (such as who will be terminated in an upcoming restructuring.)
- If you decide that you need to put some distance to former friendships in order to maintain objectivity in your new role, don’t do it unexplained – it may confuse, hurt or anger them. Let those who will be affected by your decision know that you will be doing this and why.
Remember that you cannot please all of the people all of the time. Regardless of how thoughtful and well prepared you are in your decision-making, there are bound to be those who will disagree with you. Understand that this goes with the territory, and learn not to take it personally.
