| Among new and recently appointed managers, | | | | refuse to believe that. Because you were friends |
| undoubtedly the number one issue that comes up | | | | before, some people will assume they will always |
| is the challenge of managing people who once | | | | have an advantage over everyone else. |
| were peers, or perhaps even friends. Generally, | | | | You can attack this issue on two fronts. First, |
| people's concerns fall into two categories: | | | | bring it up with your friend. You can say that |
| 1. Keeping friendships even though the work | | | | even though you have both gone out of your |
| relationship has changed | | | | way to avoid any perception of favouritism, |
| 2. Keeping morale and productivity up as people | | | | some people seem determined to imagine it. Ask |
| adjust to the new situation. | | | | the person if he or she has any ideas on how you |
| First, the friendship issue. It IS possible to continue | | | | might handle it, and you might be surprised at the |
| to be friends, but never in exactly the same way. | | | | insights you get from a different perspective. On |
| Things can never be the same between you, | | | | the other hand, you need to speak with those |
| because the dynamic that drives your interactions | | | | who believe they are being treated unfairly and |
| every day has changed, and this is something you | | | | get things out in the open. This conversation will |
| simply have to accept. Now, what about keeping | | | | test your communication skills, as it can also be |
| up morale and productivity? Remember, this | | | | emotional. But again, it's better to have the |
| applies not only to one person on your team, but | | | | discussion than just hope the problem will go |
| everyone. Here are three action items to help | | | | away, because it won't. |
| you set the stage for success by dealing with | | | | Remember those days before you were |
| both issues together. | | | | promoted, when you and your colleagues would |
| First, once again it all comes down to | | | | talk about problems at work? Remember how |
| communication, as so many issues in the | | | | everyone used to vent about what was going on |
| workplace do. I recommend that very soon after | | | | at any given time? Remember all those "ain't it |
| you take over your new role, you sit down with | | | | awful?" conversations? Well, all that has to stop |
| your former peer and begin by acknowledging | | | | now. As a manager, particularly a new one, you |
| that the situation is uncomfortable for both of | | | | can't afford to discuss business problems with |
| you. Tell the person you have always valued their | | | | your employees. It's too easy for someone to |
| friendship, and you still do, even though it must | | | | say something that you must receive in a |
| now be on a slightly different basis. Ask the | | | | different way now that you are representing |
| person how he or she is feeling about the new | | | | management. |
| relationship, and give them an opportunity to | | | | You are much better off to nurture relationships |
| express those feelings. Then, ask for the person's | | | | with other people at your level but in other areas |
| support as you enter your new role. In return, | | | | of the company, or even mentors outside the |
| commit to always holding the other person in as | | | | company. You can safely use these people as a |
| high regard as before and respecting his or her | | | | sounding board when you have business ideas to |
| contribution. | | | | discuss or problems to solve. I hope I haven't put |
| This type of discussion has the potential to | | | | you off the whole idea of becoming a manager! |
| become emotionally fraught, but it must be done, | | | | Certainly there's a whole new set of challenges |
| if for no other reason than to clear the air. Next, | | | | facing you now, but solving problems is a major |
| you need to consider the "optics" of your | | | | management skillset, so you might look on this as |
| friendship, i.e. the perception others in the | | | | one of your first opportunities to sharpen those |
| department have. Even if you are not giving this | | | | skills. |
| person any special treatment, sometimes people | | | | |