How do you go from peer to supervisor?

Johnny C. Taylor Jr.
| Special for USA TODAY

Johnny C. Taylor Jr. addresses your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world’s largest human resources professional society, and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”

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Question: Having been promoted to Area Manager, some of my former colleagues will now report to me. How can I best adapt to the surveillance of former colleagues and friends? – Glendale

Answer: Congratulations on your promotion! The transition from peer to manager can be challenging, but it also presents a valuable opportunity for growth and learning. With the right approach, you can build a strong and positive dynamic with your former colleagues. Being aware of this change and caring about managing it well are great first steps.

One advantage you have is familiarity. Know your team’s strengths, work styles, and preferences, which can help you more quickly find ways to support each team member. Start by recognizing the value of each person and show appreciation for their unique skills and contributions.

Start strong by setting clear expectations. Let your team know that you are committed to your role and take your new responsibilities seriously. At the same time, assure them that you are committed to fairness and equity, and decisions will not be influenced by friendships or personal relationships. A clear outline of your expectations and your approach to the role will help establish your credibility and show your team that they can count on your professionalism.

When giving feedback, be consistent and transparent to help your team feel valued and confident in your leadership. Balancing praise with constructive feedback is key, and your team will likely appreciate the time and attention you put into helping them to develop, both as individuals and as a group.

Remember that empathy is a powerful asset. Show interest in understanding your team members’ perspectives and remain open to their input. Listening to their opinions and giving them space to share their thoughts freely will not only help you build trust, but also foster a supportive work environment. Your team will feel understood and valued, which is crucial for a healthy work environment.

Remember, building trust is a two-way street. Be transparent and don’t be shy about admitting that you too are adjusting to a new role. Giving your team autonomy and respecting their expertise demonstrates trust and lets them know they are respected as professionals.

If possible, seek guidance from others who have gone through similar transitions, whether through HR resources, professional development workshops, or mentorship from experienced leaders. A trusted mentor can provide information and strategies to help you manage the balance between leadership and personal relationships.

Finally, stay authentic. Your team already knows you and will appreciate a genuine approach. Be open, honest and approachable, and let them see that your goal is to support their – and the team’s – success. Balancing personal and professional relationships isn’t easy, but with empathy, transparency, and authenticity, you’ll create a solid foundation for your new leadership role. I wish you much success!