The Fix: Managing former coworkers
You just got promoted. Congrats! Moving into a leadership role can be an exciting and fulfilling career step. It may also come with its share of?complications. Whether?it’s keeping projects on track or people in line, it’s easy to become overwhelmed by the demands of your new role, especially if you’re managing your old peers.
A hazard of leadership is neglecting the values and virtues that put you on that path. As you level up and demonstrate your leadership capacity, it’s important to stick to the basic "people principles" that got you there in the first place. Your former coworkers may be cautiously watching your every move, but with clear and consistent leadership, you can win their trust and respect as a leader. Here's how.
Ask for advice – and mean it.
Bringing your team into the decision-making process is smart practice: Not only does it improve the quality of your decisions, but it also motivates others to stand behind those ideas and help implement them.
There's just one caveat: You had better mean it.
When leaders ask for suggestions without intending to act on them, they engage in “sham participation” –?putting out a hollow call for ideas when a plan of action has already been determined.
This kind of deception wastes time and erodes trust. Once your old colleagues see through the fa?ade, they’ll quickly lose faith in you as their boss and question your motives for seeking their input in the first place. Instead of winning support, you'll enjoy up creating a toxic mix of disappointment, confusion, and even resentment.??
To show good faith, be upfront about the decision-making process. Manage expectations by making sure others understand what needs to be decided, how information will be collected, and who will make the ultimate call. If you're the ultimate decider, then say so. People may not like the decision that’s reached, but they’ll respect the process – and you – for being transparent about it.
Make a decision –?and keep it.
Once decisions are made, it’s up to you to stand by them even when they’re unpopular. There will surely be grumblings, anxiety and setbacks, but retreating from a decision not only weakens your plan – it also diminishes your credibility as a leader.
This can be especially challenging if you’ve been elevated to leadership from among your own ranks. Former coworkers (especially those who were passed over for the job you now hold) may second-guess your decisions, which can lead to self-doubt and insecurity. Even a hint of pushback can tempt some leaders to put projects on hold or suspend them indefinitely until consensus is reached. While standing your ground may feel excruciating, retreat will signal to others that you're a weak decision-maker.
I once worked with a leader who faced an early challenge from members of his team, several of whom were former coworkers. They didn’t like his decision to implement a new feedback platform that required more frequent check-ins and documentation between team leaders and individual contributors. But after seeing how their leader calmly listened to their concerns without giving up his ground, they supported the rollout with a "disagree and commit" attitude that didn't derail the project. They respected their leader for sticking to the plan and his word.
When promises are made and kept, leaders show their team they can be trusted to follow through. If new information emerges later, decisions can always be revisited – but from a position of certitude, not weakness.
Pledge action – and take it.
The old adage of “say what you mean, and mean what you say” couldn't be more true, especially for leaders managing former colleagues. It's one thing to make a decision. It's another to put that decision into action. The sooner ideas are executed, the better.
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Once you’ve set a course in motion, it’s time to see it through. Project delays and bottlenecks can set off alarms. Why are we holding off? Where did those resources end up going? And your former colleagues may start whispering, “See, I told you so!” To avoid second-guessing and uncertainty, shorten the time from concept to delivery.
Along the way, be sure to keep briefing your team to maintain clear lines of communication: Highlight upcoming deadlines and mile markers for projects. Give routine status updates. Create visibility by showing real-time results from the field. These are small gestures, but they’re great ways to make people feel informed and empowered.
To lead is to serve. Making the right investments as you begin your new leadership role can make a world of difference to your team, especially if you have a long-standing relationship with them, When you serve others with clear messaging, consistent decision-making and candid communication, you’ll get better results for them – and yourself.
Practical advice for leading your old peers:
Do:
Don’t:
Keep fixing!
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Dr. Joe Hirsch is the managing director of Semaca Partners, a?TEDx?and?international keynote speaker, and the author of "The Feedback Fix." His work and research has been featured in Harvard Business Review, Forbes, CNBC, The Wall Street Journal, Inc. and other major outlets. He also hosts the popular podcast,?I Wish They Knew.
Love #TheFix spot on! thanks Joe.