Transitioning from an employee or peer to a leadership role can be one of the most challenging and transformative experiences in one's career journey. It's a shift that requires not just a change in responsibilities, but a whole new mindset and approach to work and relationships.  I remember when I first transitioned from a peer to a supervisor. It was a difficult change for me and for the team in a few ways.  Many of my colleagues were older than me with more years of experience in the field.  My leadership team didn’t clearly communicate to the team I was now responsible for that this transition was occurring, so when I began checking in with each team member, it felt awkward at first, and there was a lot of resistance.   I know this transition can be tough for many reasons, so if you find yourself in this position, read on to see some of my tips and tricks for a successful transition:

First: Relationship building is key.  Clearly articulate how this transition can be beneficial for the team as you have a perspective on their challenges and needs which may not have been clear to your predecessor.  Begin by leading “from the side” – a role I call the “Motivator”.  This is similar to a coach position.  The phrase I assign to this role is “We Got This!” you understand their work, and you are there to champion for them.   A more complicated position I have seen is when there is a peer who also applied for the role which you were moved into, and they now report to you. It is important that this relationship is nurtured as they can be a strong ally or spread negativity throughout the team due to their sense of unfairness, or other strong feelings on the decision made.  This individual also has skills and strengths which they felt would benefit the leadership role, and at the same time, so do you.   You can often seek this person’s perspectives and insights as a valuable member of the team. Honoring their current contributions as well as their desire for more responsibility without putting duties on them which are not part of their current job expectations or compensation structure is a tricky dance.  Always begin with curiosity and open conversation. Let them communicate their desires. If they do not wish to participate that is OK.  Continue to offer support and opportunities as they come up.  

Second: The immediate realization that you are the one who must make the decisions, set the pace, and articulate expectations can be hard. In particular, when a team member is struggling to meet the expectations of their role, or a decision you need to make will have a large impact on the team’s daily workload or strategic plan.  The best approach is to communicate with the team what the expectations are for each role, and how each role contributes to the success of the team.  Meet with each team member frequently to check in on their understanding of expectations and see if they have any feedback on how things are progressing.  This open curiosity and giving them the floor will help build trust and provide you with valuable information to aid you in setting pace and direction.   If you have a project to implement which will impact the team, ask them for their input. How will this fit into their daily tasks? Are there barriers to success? What tools and resources will they need?  Then take their feedback and apply it. This will show them you are listening.  If their feedback cannot be implemented, let them know right away, and give them the WHY. 

Third: manage your time well.  It is VERY easy to get caught up in the demands of this new role, and a deep desire to succeed.  You may have been left with a bit of work to clean up and make sense of, which can complicate your tasks at first.  Remember to breathe, block time in your calendar for reflection and contemplation so you can step back from daily tasks and look at the larger picture to make sure you are on track with long range goals and objectives.  Set reminders in your calendar, build team meetings on regular intervals and put agenda items in the calendar event to keep them organized as they come up throughout the time between meetings, set up your email with automatic filters to clear out the junk, schedule time to read important emails and reply, schedule time to complete action items on your “to-do” list that keep getting pushed down….find ways to stay on top of your work or it will pile up.

Fourth: Invest in yourself.  Self-awareness and continuous self-improvement are essential. Recognizing your strengths and weaknesses, seeking feedback, and actively working on your leadership skills are all part of the journey.  We often hear the phrase “a born leader” but that isn’t always true.  These skills can be and SHOULD be taught.  This is a completely different specialty than the one you were originally hired into.  IT/Tech, medical, customer service, etc. are all their own fields.  So is leadership.  If your employer offers funding or other incentives, take full advantage of those. Seek out a coach or mentor.  Attend classes, take courses online, read books on the subject, whatever it takes.  Investing in your own personal growth and learning will show your team you are committed and will aid you in managing daily tasks and long-range goals.  A happy team is a productive team.  Many challenges and issues just disappear or take care of themselves when your team has a strong leader – you can be that person for them.

Finally, trust in your skills and abilities.  You were selected for this role for a reason! You have what it takes to be successful. Don’t let the inner critic voice get the better of you.  Be innovative, be inventive, get excited, and be a mentor and example for your team.  You will find your stride. You got this!

To learn more about our leadership training opportunities, visit our website: www.spirit2spirit.org, or email me at: Sonia@spirit2spirit.org.

In good health,

Sonia