Every change comes with challenges, but the transition from peer to supervisor can be a particularly challenging adjustment. Internal promotions are critical for retaining top talent and leveraging proprietary knowledge gained on the job. But internal promotions can also result in awkward role and relationship changes for individuals who were formerly peers.
When one person on a team is promoted to a leadership position, there can be a wide range of feelings among the peers. Some will be happy because don’t have to establish a relationship with a new, unknown manager. Additionally, the promoted manager already understands the business so there is a shorter learning curve as compared to a new external hire.
However, others will have more negative emotions in response to the news. Some individuals will feel that they were more qualified and should have been awarded the position instead. Others may struggle in the adjustment from peer/friend to a manager/direct report relationship.
Here are a few ways to manage the peer-to-leader transition:
Now that we are 4 months into the global pandemic, most of us have settled into a rhythm with our new working situation. We’ve adapted to new rules, become more flexible, and adjusted to the ongoing level of uncertainty. As we become more comfortable and settle into a new routine, it becomes increasingly important to ensure our new workplace behaviors are still effective.
Now more than ever, we’re likely missing opportunities for real-time feedback as a result of working in a fully remote environment. We’re communicating in shorter bursts and in ways that don’t lend themselves to open conversations for feedback. Additionally, employees are hungry for reassurance that their jobs are secure, and that their performance is meeting expectations. This is a great time to institute (or revive) your 360-degree feedback process.
The 8-hour workday dates back to the 19th-century. It was designed to split the day into three equal parts (work, free-time, and sleep). Given the heavily industrial nature of work in those days, and the rise of labor unions to protect workers, the 8-hour workday not only became commonplace, but was also legislated with additional protections for over-time. Nearly 100 years later, most organizations still cling to the 8-hour workday, in spite of the dramatically different landscape of the workplace today.
From time to time, everyone feels a bit lost in life. Whether you’re trying something new, unraveling a particularly challenging problem, or not sure what should happen next, we’ve all experienced that nauseating feeling of uncertainty. It can feel like you’re stuck in a giant maze without a map. While the right answer may not be clear, there are simple steps you can take to begin the process of getting unstuck.
Work styles and personal preferences play a strong role in guiding behaviors, actions, and interpersonal relationships within a team. Each person may vary greatly from one another on the continuum of each preference. One of the most common personality preferences discussed in the era of widespread remote work is the introversion-extroversion preference. While this is certainly an important aspect of personality dynamics that has become widely-recognized, there are several others that play a unique role through remote work.
Congratulations! You’ve officially survived the first half of this wacky year. Take a moment to reflect on everything you’ve learned along the way as you overcame countless unexpected challenges. While we all hope the remainder of this year will be better than the first half, if 2020 has taught us anything it’s to expect the unexpected.
As much as we’d all like to return to some degree of normalcy soon, there are some important activities we should consider replacing. On the top of that list is the mid-year review.