How to Help New Leaders Manage Former Peers

When employees get promoted into new management roles, their relationships with their former peers change. . This change isn’t a bad thing, but it does need to be acknowledged as something that exists and will take a transitional period for everyone to get used to.

There are ways to ensure this transition is a smooth and positive experience for both newly promoted employees and their peers. Here’s how you can help new leaders manage former peers.

Embrace the Awkwardness

During this period of transition, both the promoted employee and her peers are trying to figure out and renegotiate their new relationships. The uncertainty and blurred lines inherent in the new relationship dynamics may feel awkward at first.Encourage your new leader to address the changes openly with her team. For example, have her announce her eagerness to work with such a talented group. Also encourage her to take a more personal, one-on-one approach by spending time with each team member individually to address questions and concerns and deal with any awkwardness head on.

Avoid Relationship Traps

There are two big traps newly promoted employees frequently fall into as they take on new levels of responsibility:

• Being unwilling to risk rejection and deal with tough issues because they’re trying to remain everyone’s buddy.

• Alienating former colleagues with a big ego pumped up by their newly acquired power.

Help a new leader avoid these traps by encouraging him to set a positive tone and to be clear about his priorities and expectations. Remind him humility is important -- especially in the beginning.

Anticipate Potential Complicated  Peer Scenarios

When working with newly promoted leaders, we encourage them to think through potential peer scenarios that might be likely to occur and have them think through strategies for addressing them.Consider these three examples we commonly use:

• Scenario 1: You’ve just been promoted to a new position. Other people on the team were contenders and you know some are struggling with your new role.

• Scenario 2: You’ve been promoted to supervisor of your department. One of your former peers who is also a good friend has been taking a few too many long  lunches. The other people in the department are starting to take note.

• Scenario 3: One of your former peers is resentful you got the promotion over him. He’s been avoiding you around the office and has made some passive-aggressive remarks in team meetings.

Thinking through the current and potential dynamics that might come up, and being proactive with a strategy to address those scenarios can keep new leaders from being thrown off guard early on.

Offer Additional Words of Wisdom

New leaders have a lot to think about as they’re adapting to their new roles. Consider giving them these five additional reminders on managing their former peers:

• You have greater visibility. Your employees are watching you and how you handle people, situations and stress.

• People have a way of becoming who you think they are. So, if you think you’re people are lazy, that’s what they will be. Make sure the beliefs you have about your people reflect who you want them to be.

• Give respect first; receive respect second.

• Consistency is the key to building credibility and trust. Your people want you to be predictable in your moods, your personality and your priorities.

• The best leaders truly care about their people.

Need help developing your emerging leaders? Consider sending them to The Success Labs Management Incubator.

Success Labs is a full-service, strategic organizational and leadership development company located in Baton Rouge, La. For more than 25 years, our expert team of consultants has worked with hundreds of companies to explore their business potential and improve their company and cultural performance. Contact us to get proactive about your people strategy.