Managing former colleagues
By Clive Hopkins | smh.com.au | 16 February
Image: Jim Rice
One minute you're part of the office crew, sharing jokes about the bosses and the poor conditions. The next a promotion puts you into management, overseeing your former colleagues.
The extra responsibility and money may be welcome but how should you relate to your old work mates? Can you still be part of the joke email list? Or should you strive to have a more professional demeanour?
Career experts and seasoned bosses suggest that, as sad as it may be, becoming an effective manager usually means letting go of the past and pulling back from some old relationships.
Business and executive coach Lesley Schoer says: "The transition will take time, both for yourself and the people you are leading. It can take several months."
One of the first hurdles many newly promoted managers face is managing friendships with team members and the perception of favouritism these can generate. Schoer says the key is being even-handed and communicating well. "An honest and open discussion is the best way to approach this, either with the team, or one-on-one as appropriate," she says. "As soon as you start hiding things, misunderstandings can happen."
Malcolm Alder is a partner for digital business with accountancy firm KPMG in Melbourne. With more than 20 years in the professional services industry in both Britain and Australia, he has a wealth of experience of the joys and pitfalls of rising through the ranks.
"You have to continue to earn the respect of the position you're in rather than assuming that the job title bestows it on you," he advises new managers. "As the boss, you set the tone. This can be as basic as your demeanour in the lift in the morning."
Alder suggests new bosses put a bit of distance between themselves and the people they manage, who may recently have been colleagues. This can mean small things such as going to after-work drinks less frequently and leaving earlier when they do go.
He warns that the issue of workplace banter and gossip can be a minefield. "You have to be more discreet about what you discuss - and what someone discusses with you," he says.
Adler says when someone becomes the boss, they should stay true to the qualities and character that got them the promotion. "Consider whether the nature of your relationships need to change, from your point of view or [that of your staff]."
Nik Grant is general manager at Restaurant Associates, the fine dining arm of global catering company Compass Group, and first worked there as a waiter. He is now in charge of six full-time staff and up to 150 casuals. His experience has taught him the need to create "a balance between camaraderie with the team and demonstrating you're in charge".
Workers in his industry are generally happy to see people promoted from within the ranks. But jealousy is common among staff members who believe they should have been given the job. "The more switched-on people in a team often become informal leaders, which gets them recognised," Grant says.
"In a transient industry, people can become a supervisor by default because they know the ropes. But this means the best people aren't always promoted."
There are particular problems for supervisors in Grant's industry where team leaders are often called on to "muck in".
"In difficult situations, supervisors have to resist their instincts to react as they would have done as a team member. You have to take the stress out of a difficult situation."
Cherie Curtis, head of psychology with employment assessment company Onetest, says a lot of managers are promoted because of their technical expertise. Management, however, is about leadership.
"It's important for new managers to take on a new role with their eyes wide open," she says. "They're moving from a situation of content delivery to process management and relationship management. They need to accept those changes and the responsibilities that come with it."
Schoer says companies enjoy clear advantages when they promote from within, including having a new manager who knows the staff and their strengths, what motivates them and what resources are needed. However, the downside can be an expectation that the new boss should be able to fix everything.
"Becoming a manager makes you aware of the constraints, as you become aware of the bigger picture," she says. "Managing the expectations is important."
First published by Smh.com.au on February 16 2008
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