How to Transition After a Promotion: Tips for Success in Your New Role
One of the most satisfying feelings at work is when we get promoted. We feel pride, a sense of finally being recognized for our effort – let’s face it, we have already been doing the work. Until… Our boss puts more on our plate, expectations are higher, and we are now our peers’ boss.
The latter can result in one of two ways. Your peers are relieved that they will have a leader they know, or they are jealous because at least one of them wanted the position and did not get it.
I have been on both sides of that equation. The first time I was promoted in the post I already had, my peers, who suddenly became my direct reports, were quite happy. I was both surprised and flattered at their reaction.
The second scenario happened to me. I applied for a job, did not get it, and instead gained a new boss. None of us handled the situation appropriately but I will speak for myself. I was hurt. I believed I was ready – in reality, I was not. I have been killing myself at that job, so I felt unrecognized. And on top of everything they hired a guy from outside the company! I was angry, I was hurt, and I had to teach him what he needed to know. At the time, I felt it was quite unfair. So, I reacted the way most people do: I did the minimum I could without getting in trouble. I want to believe that in time I would have come around. I will never know – shortly after the change, I moved to another department.
The next time I was promoted, I received mixed reactions from the team: some were happy I was their new manager; some were neutral, and one or two reacted in the way I did when I got a new boss. At that moment, I was glad to have gone through that experience because it gave me wisdom to not make the same mistakes.
What did I do differently the last time around?
Accept the fact that relationships must change
This is one of the most difficult and challenging principles to adopt, especially when we are new in our career or if the team is tight and cohesive.
We can no longer engage in the same type of conversations as before. As the boss, we can no longer talk about our frustrations or challenges with them. We are now leading them, and we set the tone and example. Also, there is information that at the new level we manage but cannot divulge.
We need to redraw the boundaries. We want to maintain a friendly, positive, personal, and professional relationship with our team. At the same time, we are the ones evaluating them and setting expectations. There is a hierarchy, and at some point, we may need to give someone the pink slip if their position is eliminated.
Not everyone will understand, accept, or like our decisions, and we must find a way to be comfortable with that.
Do something symbolic to mark the transition
When we get promoted, there is usually an email from your boss letting the entire team know the good news. There may be a small celebration, and then it is business as usual.
Humans need some sort of rite or ritual to mentally (and sometimes physically) transition from point A to point B. We have big (and sometimes costly) ceremonies to transition from fiancé to spouse. From student to professional. From child to adult.
The best advice I received from one of my mentors when I was promoted to a senior role I already had, was that my job was not the same.
That was eye opening. Before that conversation, I continued to do my day-to-day work as if I were in my prior level. I had to first internalize I was at a different position, competing with peers who had been that senior much longer. The expectations of me as a leader had upgraded as well.
The rite of passage could be something simple like wearing different shoes, not attending certain meetings (because you will delegate) or rearranging your desk.
Your boss will delegate tasks and projects to you. In turn, you can gather your team and/or talk with each member individually and let them know what you will be transitioning to them.
Give people time and space to readjust
It is very possible that other members of your new team also wanted the job you now have. They feel they are equally or more qualified than you are. Depending on their attitude, the impostor syndrome could rear its ugly head.
I would be mindful of mentioning the elephant in the room (i.e., I know you applied for the job and didn’t get it). When I did not obtain the promotion I thought I deserved, the newly hired manager said something similar to me. His comment made me feel angrier and powerless. And as a result, I lost all interest or motivation in his success.
If the person who did not get the job is truly talented, consider making them your number two, so when you move on, he or she is ready and/or they can go to another area for that promotion. If you are genuine in your interest to help them be successful, most people will respond in kind.
Do not take things personally. When one of my friends got promoted one of her peers turned team member gave her a hard time. Later, my friend found that this woman was going through a divorce. She was not being difficult because my friend got the job; she was overwhelmed with so many changes happening at once.
Assert yourself
I have noticed that most people do not like making decisions – often they are afraid of making a mistake, a complete fallacy when it comes to decision-making.
But they also do not like being left out. There is space to consult your new team, especially for complex topics.
I like having a rationale for my decisions. Not in a ‘I need to explain myself’ manner. I do it to
- Articulate my thought process and confirm I am not overlooking any important considerations.
- Teach by example and show my decision process, so the team can use it “as is” or adapt it to their style in the future.
- Assure the team by building trust showing that I am not making decisions carelessly, and that I take their input into consideration.
People do not always agree with me, but most of the time they can see my point of view and respect it. Often, they see that it is fair or necessary even if they disagree.
Focus on what is best for the team and the organization
People can smell self-interest a mile away. Make sure you are consistent and relentless in showing that your direction is aligned with the overall group and company goals, vision, and mission.
Otherwise, people will perceive that you want to use them for your own career advancement agenda. You will lose and gain support but not necessarily from the people you want.
One more thing before you go
Change is challenging because our brain, programmed to keep us safe, equates “different” to “dangerous.” The faster we can move from unknown to familiar, the faster we will trick our brain into embracing the change. Remember that any event is or can be converted into a gift and opportunity – regardless of the results.
Be proud of yourself and celebrate this accomplishment. You earned it; you deserve it. You know how to learn new things, who to call when you have questions; you’ll figure it out.
Create abundance for your teammates now that you are in a position of having more influence. In a way, you have the best of both worlds: firsthand knowledge of the challenges and pain points the team has, and the position to do something about it. Or at the very least let people with more power and influence know what the team faces day in and day out.
Your mission as the leader is to draw people’s motivations, create a safe environment, and help others realize and fulfill their potential, so all of you can achieve amazing goals in and out of work.
What is your experience with new bosses or when you are the new boss? Please, let us know in the comments.
As a leadership coach, I enable talent to achieve bold goals with high standards. My mission is to empower underrepresented women in the financial industry transition from mid to senior level leadership positions using mental fitness to achieve peak performance, peace of mind, and healthier relationships.