Employees, especially the ones who already know you, can sense when you are being disingenuous. HR is also a tremendous resource for professional development and training opportunities. Other leaders and managers can serve as mentors or coaches as you step into your new role. Keep in mind, you aren't the first person thrust into a role in which you are supervising friends and former peers-and you certainly won't be the last. Offer them the chance to contribute to their fullest potential and they will in turn appreciate and trust you. Certainly, equip them with guidelines, then slowly give them greater autonomy to perform their work as they demonstrate their acumen and reliability. If you want them to trust you, you must be willing to first extend your trust to them. In a recent survey, 93 percent of Generation X workers agreed that if they were seeking a job, they would specifically look for a company that demonstrates empathy. Employees want to feel like their manager understands, or at least tries to understand, their lives and experiences. Several recent studies tell us employees want empathy from their managers now more than ever. Set the vision for the team and conduct regular one-on-one meetings to verify that everyone is still on track for success.ĭon't underestimate the value of empathy. Have an open-door policy to encourage workers to nip issues in the bud before they grow into larger problems. So, establish channels to address issues as they surface and maintain productive working relationships. When a problem is left to fester, employees see it and become resentful. Be willing to acknowledge and deal with them. Your staff wants to feel like they have an opportunity to excel.Įven with all of the preventive measures you take, problems will still arise. Demonstrate that you are invested in each employee's performance and development. Provide positive suggestions for improvement to everyone regardless of personal relationships. When giving feedback to staff, be consistent. Be sensitive to their individual needs and recognize their unique contributions. Each person should have a clear understanding of how they fit into the team picture. Let your staff know your personal relationships will not bias your decisions or actions at work. Share with your direct reports that you are serious about your new responsibilities, but temper that message by letting them know you support and value each of them. Share your appreciation for their unique experiences and perspectives.Ĭlearly communicate your expectations. Even if you haven't had the best working relationship with all of them, you now have an opportunity to reset that dynamic with respect and integrity. You aren't starting your position with a group of total strangers-you already know many of them! Lean into those established relationships by acknowledging the positives each person brings to the table. Be ready to meet these challenges head-on.īeing former peers with the people you supervise can actually be an advantage. Rest assured, there are several tools and strategies available to help you establish boundaries and maintain work relationships. Managing former peers presents a unique set of challenges, but it also opens up unique opportunities. Your willingness to embrace them will go a long way in determining the outcome. Taylor, Jr.: Congratulations on your promotion! New challenges inherently accompany new responsibilities. What advice do you have for handling the new reality? What kind of boundaries should I have for my work relationships? -Hans I was recently promoted to a position that requires me to supervise people who were previously my peers. ĭo you have an HR or work-related question you'd like him to answer? Submit it here. Taylor, Jr., SHRM-SCP, is answering HR questions as part of a series for USA Today. SHRM President and Chief Executive Officer Johnny C.
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