how to transition into a promotion?

[Findingmywayeveryday]

I have been given a promotion and it will involve managing people who are my colleagues and one person will have been demoted.

I got the promotion all from my hard work on my own merit in a restructure that was out of my control, although I realise I have benefitted more than most I will actually be be taking on a lot of responsibility that either they did not want or are not ready for. I am really ambitious and I know this can rub people up the wrong way as I will have to be pushy to get things done. I need to ensure they are on board with me but knowing them, they will be reluctant

In short I will never not be apologetic for the situation but I also need to be mindful that this may be hard and there may be a backlash. I am new to management and I want to make sure I handle things sensitively but firmly.

Any advice for me? I know that these people will not be my friends now, and I have been drawing back. I can’t have favourites and I will be in a position of authority and I don’t want blurry lines.

*will never be apologetic
Typo

As someone who got demoted after an interview where someone else got the role (only to leave 3 months later) I can understand how they'd feel.

You do sound rather smug so that's the first thing to watch for in both your language and behaviour. Maybe they would actually have liked a new role or responsibilities and I wouldn't make assumptions.

Concentrate on being more empathetic, less smug and ensure that they still feel valued.

The one who's been demoted won't stay long

Sorry if it comes over smug It’s hard to explain. I am actually considering their feelings or I wouldn’t have bothered to post about it.

I feel like I am not going to start off saying I am sorry for a decision that wasn’t mine iyswim? Or taking responsibility for stealing an opportunity. It was a fair process and there was no favouritism and unfortunate that things worked out for some and not others

some people just do seem to expect things to come to them because say, they have just been there a long time. I completely undersfand why this would upset them because it can feel like a slap in the face

I work in an industry where salary is an issue as it isn’t very good and this breeds a lot of resentment

I don’t want to get stuck on this with them long term as it’s not very productive

I was recently in a similar situation (different sector), where I was promoted above someone I had been junior to for the previous few years.

People are always upset after a restructuring. Don't expect them to 'get over it' quickly, as they won't. It's important to focus on the future. Lead the team. Provide a vision of what the department will look like in 6 months. Don't under any circumstances micromanage. You will need this team to support you.

If you are new to this, Google 'leadership styles' and take an online quiz. You will find out which style you prefer and the positive and negative behaviours that accompany. Make sure your personal ambition doesn't ultimately stand between you and success (i.e. it's good to be ambitious, for sure, but don't wear it on the outside all the time).

Good luck - hope it all works out.

in your new role, you will need to earn the respect of your team, don't just expect it because you are their manager now.

Be approachable and willing to listen as much as possible. Aim towards exemplifying the type of behaviours you want your team to uphold, effectively build your culture, and create an empowered motivated team, through investment of time and effort.

Hierarchy, who is reporting to whom, who got promoted and who didn't, can cloud the issue and keep people stuck in the past. It's your responsibility as the leader to move everyone forward now, establish ways of working and culture, and avoid the temptation to dwell on things that happened.

Most senior leaders have to do this all the time, they take it in their stride, but if you're new to the politics, it feels scary. Keep on keeping on as they say.

I've been in a similar situation too OP and although a bit awkward to start with it all worked out fine in the end. I take the stance that 99% of people want to do a reasonable job at work and don't want to be in conflict with their manager (whatever their feelings about how that manager was appointed) so I wouldn't be expecting there to be problems from the start, if you see what I mean? Otherwise you might just make yourself paranoid and start seeing issues that aren't there.

Having said that you may need to grow a bit of a thick skin and let little indications that people are still unhappy about the restructure or upset about your appointment go, whilst having a clear line of behaviour that if crossed you will pull people up on (in a fair way of course). So for instance when I was appointed to my team leader role I am fairly sure that two of my team members were gossiping about me behind my back and commenting on little errors I'd made etc. I didn't think it was worth challenging them on it as it didn't ever spill out into the wider team or effect their work, it was just their way of making themselves feel a bit more powerful and in control I think). On the other hand one slightly bolshy team member decided to openly ignore a task I'd asked me to do as he didn't want to do it and didn't think I'd push it - that wasn't on and we had a fairly 'robust' discussion about my expectations!

With regard to the changes you'll be wanting to make, I think communication and listening are the key. Explain what the changes are and why you are making them. You may need to do this several times and in several different ways for people to really take in and accept what you are trying to say (lots of theories out there about change and how people react to/understand change, e.g. the change curve!).

Allow time/space for your team to raise any issues or concerns, and respond in an interested and appreciative way (even if you don't agree). Make it very clear what their role is in implementing the changes and your expectations. And make sure you notice when work has been done well and thank/praise your team members for it...

Good luck!

I was in exactly this position.

The thing that helped get the team on my side, was making sure I clearly showed that I was on their side! So I had 1:1 sessions regularly and very important - I never cancelled or postponed these - that showed they were my top priority.

Then I made sure I owned all their complaints / niggles about air con / parking / laptops / phones etc and was a dog with a bone on the necessary departments until I got it sorted for them.

If they ever needed to talk or help with a project, that instantly became my top priority (or, at least, as far as they could see - I might have kept other stuff spinning in the background!).

I also made a physical point of turning my back to my laptop to give them my full attention if they came over to my desk.

Good Iuck!

I probably should have said, I am super friendly and helpful as their colleague but I am wondering if this needs to adjust slightly now my position has changed?

I have been able to observe from a distance for some time the real lack of direction, and this isn’t helped by what feels like endless restructuring. I do just want to move positively forward without dismissing their concerns I suppose, the best of both worlds. They are all very nice actually but have a small world view... and I am just different to them in that respect.

I think they will be nice to me, I think I am more concerned about my own boundaries and behaviours making sure I don’t end up colluding with the complaining about our company politics BUT also being sympathetic too!

I am ambitious in the sense of: very open to new things, will attend seminars, conferences or training to learn something new, fully support my managers in their goals and want the company and team to do well - not just myself. I do want the greater good for all.

I just see a lot of lack of motivation and drive which I do hope to try to encourage (suspect it’s confidence in some cases). I try to explain why things are happening and we all work on a cascade basis - whatever has been tasked to them via myself has come down through management on a need to know basis. We are a positive open and sharing organisation but the habit of complaining does drive me slightly mad it just seems such a waste of energy. No one is doing it on purpose

Oh and in leadership I am a ‘democratic expressive/driver’. I have taken part in quite a few role play type team bonding exercises!