Lead Former Peers & Colleagues Part Two: Do’s & Don’ts | #Leadership #LeadMorale
by Kate Nasser |
When you get promoted and must lead former peers and colleagues, you may make the same mistakes others have. Yet, you don’t have to go down that same road. Here are key do’s and don’ts to lead former colleagues to the future!
11 Do’s & Don’ts to Lead Former Peers & Colleagues
Get stuck in the intense focus others will have on you as the new leader. Also don’t get stuck on seeing them as ‘former’ peers. Instead, do engage them and their ideas in a natural way each day.
Forget where you used to be. Still embrace your new role with them as you lead former peers and colleagues.
Create distance between you. Some newly promoted leaders immediately stop socializing with their former peers. Big mistake. Don’t pull back and act superior. You must not destroy the trust you’ve already built. You need it more than ever so build on it!
Tell them “I’m in charge now.” They already know that. Instead lead them and let your actions create opportunities for them.
Likewise, don’t apologize for getting the promotion over them. Show them instead that your leadership will help them too.
Micro-manage and be overly authoritarian. It makes you look weak and crushes their respect and trust in you. Instead use inspiration and emotional intelligence to lead everyone forward.
Be too quiet and secretive as you try to learn your job. Be open and transparent to build trust as quickly as possible as you lead former peers and colleagues.
Ask them for their input and then constantly do the opposite. Decision making can be far more collaborative than that without it requiring a consensus each time.
Continue to do all the tasks yourself. Empower and engage others while still being a resource they can tap.
Dump your fears and insecurities on those you lead. Get your own coach if you need one.
Sidestep resentments and jealousy. Address their feelings straight away.
And don’t …
Key Thought to Lead Former Peers & Colleagues
Instead of following the old approach of separating yourself from former peers once you become the leader, do the opposite. Engage them! Ask them what types of work they want to do beyond their current scope. Tap their talents. Show them that your role as leader is to lead for new opportunities for the organization and each of them.
From my professional experience to your success,
Kate Nasser, The People Skills Coach™
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Kate Nasser, The People Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.
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