The Challenges of Managing a Team You Once Belonged To: Insights from the Trenches
Stepping into a management role is always a significant shift in responsibility, but what if you're asked to manage a team that you were once a part of? This can be a particularly tricky transition, one that requires a delicate balance of leadership skills, self-awareness, and the ability to navigate relationships that have previously been peer-based.
In this post, we’ll explore some of the common challenges faced by leaders promoted from within a team, and share tips for making that transition smoother.
The Unexpected Challenges of the New Role
When you’re promoted into a leadership position, especially in a team you’ve been part of, it’s easy to focus on the perks: a new title, a pay rise, access to senior meetings, and the opportunity to make a bigger impact. But as many first-time managers quickly discover, these external rewards can often obscure the internal challenges you’ll face.
For me, who had a similar experience early in my career, the role came with unexpected hurdles. I was promoted over a colleague who was more senior than me, which created an immediate power shift. And while the perks were clear, the difficult aspects—such as having to enforce unpopular decisions—weren’t as obvious at the time.
I flip-flopped between wanting to stay part of the team, not wanting to pull rank, and suddenly having to enforce policies. It was a constant tug-of-war between being 'one of the gang' and assuming the authority I now held as manager.
The Leadership Identity Struggle
One of the first challenges is defining your new leadership identity. This is often more difficult than expected, as you're still adjusting to how you see yourself in your new role. For example, when I began managing this team I was torn between being the person they had known as a colleague and becoming a leader who had to make tough decisions.
I still identified as a member of the team. I hadn’t fully embraced my role as a senior leader yet, even though I attended senior leadership meetings and had the job title. This created inconsistencies in how I interacted with my team. On one hand, I wanted to be liked and avoid conflict, but on the other, I knew I had to step up and make the hard calls.
This identity crisis is common in internal promotions. You’re often asked to shed your previous identity and take on a new role, but there’s a lot of emotional baggage that comes with that transition. Understanding that your role has changed—not just in title, but in authority and responsibility—can be key to navigating this shift effectively.
The Power of Intentional Leadership
For those navigating this transition, it’s important to approach it with intention. My early experience underscores the need for clear self-reflection and a willingness to embrace your leadership role with confidence. One crucial strategy for managing this transition is asking yourself a series of intentional questions:
What type of leader do I want to be?
What are the organisational expectations for my new role?
What does my team need from me?
What are the individual needs of my team members?
In terms of leadership style, it’s important to remember that there is no one-size-fits-all approach. Good leadership is often a combination of authenticity and adaptability. Think about leaders who have inspired you in your career—not necessarily those you’ve worked with directly, but those whose leadership styles you admire. From there, you can craft your own leadership approach.
Managing the Team as Individuals
While it’s easy to think of the team as a single entity, effective leadership requires you to consider the unique needs of each team member. Some people will find the transition easier than others. Some may struggle with the fact that they were once your peers, while others may see your promotion as an opportunity for growth.
For example, I initially treated everyone the same, not realising that certain individuals required a different approach. One team member had always looked up to me, but another person in the team had been passed over for the promotion and struggled with the shift in dynamics. I should have had a more open, honest conversation with him to help navigate those emotions.
Recognising that your team is made up of individuals with their own perspectives, concerns, and needs is key to fostering trust and engagement. Tailoring your leadership style to suit these different dynamics will help you better support the team and avoid unnecessary friction.
What the Organisation Needs from You
When you’re managing a team you were once a part of, it’s easy to get caught up in wanting to be liked and avoiding conflict. But your role as a leader extends beyond the dynamics of your team—it’s also about fulfilling the organisation's needs.
As I learned, the organisation's expectations can sometimes feel at odds with the personal relationships you’ve built within the team. For instance, when new rules around flexi-time were introduced at the senior leadership level, I supported the changes in meetings but struggled to deliver the message to my team. In hindsight, I recognise that by distancing myself from the decision, I made it harder for my team to get on board with the changes.
What the organisation needs is someone who will embrace the leadership role fully and act as an ambassador for organisational decisions, even when they’re unpopular.
Key Takeaways for New Managers
If you’re transitioning from being a team member to a manager, here are a few key tips to keep in mind:
Own Your Leadership Identity: Embrace your new role with confidence. Understand that being a manager means you need to make decisions that may not always be popular but are necessary for the team's success.
Recognise the Emotional Impact: Understand that your team members will have their own emotional responses to your promotion. Some will find it easier to accept than others, and you may need to have individual conversations to address their concerns.
Don’t Underestimate the Role Change: It’s easy to focus on the external perks of a promotion, but the internal shifts can be far more challenging. Be prepared for the responsibility that comes with leadership and take the time to understand the needs of the organisation, the team, and yourself.
Seek Support: Whether through formal coaching, mentorship, or simply seeking advice from more experienced managers, don’t hesitate to ask for help. The transition doesn’t have to be done alone.
Balance the Big Picture with Team Dynamics: Your team will need guidance, but they will also need empathy and understanding. Be mindful of both the broader organisational goals and the individual needs of your team members.
Conclusion
Making the leap from team member to manager is not an easy transition, but with the right mindset and approach, you can navigate the challenges successfully. By intentionally embracing your new role, being aware of your leadership identity, and recognising the unique needs of your team, you can build a strong foundation for effective leadership. Ultimately, the goal is to lead with confidence, authenticity, and a clear sense of purpose.