Managing former peers a challenge

Colleagues need to know new boundaries. Photo / Supplied

A role as a new manager or team leader can be challenging at the best of times and more so if you have been appointed internally and have to manage people who were previously your peers. The advantages are that you're familiar with the job, have a good idea of the ups and downs of the position and know your senior managers.

However, if you are appointed internally, be prepared for some hurdles. Most of them would apply to any new manager, but because you know the people, the challenges can seem more personal.

In any team there will be a period of testing and of clarifying where the boundaries are. Are you going to let your team go home early? How fussy are you going to be about deadlines? Because your staff know you, this may be expressed more informally than you expect: "You'll let us go home early on Fridays, won't you?" or "Don't be a stickler for deadlines like so-and-so used to be".

Sometimes staff challenge you personally with comments such as "You've changed, you know", or "Now you're one of the bosses, I bet you'll forget what month end is like".

Because they knew you as a peer, your staff know what buttons to push to get a reaction. This is not done deliberately, but more to check out how the team is going to function under your leadership.

When this happens it is important to hold on to your manager hat and say something like: "Yes, well, some things have changed - I am still the same person but I am in a different role". Make decisions based on the needs of the job and the direction you want to establish with your team - not on your need to be accepted. The team will respect you more in the long run if you manage them well and consistently.

Although these challenges seem personal, try not to engage with the comments personally. "Everyone is entitled to their opinion" can be a useful phrase if, for example, you are accused of being the boss's favourite.

It can be lonely in a new appointment, so it is good to find someone you can talk things through with who has similar responsibilities. Or there may be a senior manager who can act as a mentor.

Many new managers find it difficult to have social contact with former teammates. Some people join the team for drinks but leave after an hour. If they stay later, they may find the team starts to gossip about other managers or puts pressure on them to reveal confidential decisions.

Sometimes you will have a team member who applied for your job and did not get it. If it is open knowledge, then you can talk about it one to one. Otherwise, if you sense resentment, say something like: "It must be difficult for you having me as your manager now", and then talk about how you want the team to operate and how you value this person's particular skills.

It is always good to ask your staff if they have ideas to improve the work or systems. Even though you are now their manager, you do not have to be the expert in everything.

Remember, your boss has faith in you. Remind yourself of what you have been appointed to achieve and that any new manager gets challenged in the early days.

Hazel Hodgkin facilitates one- and two-day courses at the centre for continuing education at the University of Auckland which provide skills for people new to management.

* See www.cce.auckland.ac.nz/pdcourses