Promoting an employee to a managerial role is often excellent news.
It recognises their commitment, their practical knowledge and their ability to drive projects forward. But when they become the manager of their former colleagues, the transition can quickly become tricky.
Relationships change.
Expectations shift.
The team dynamic shifts.
And for HR, this stage warrants particular attention. Because a poorly supported handover can lead to misunderstandings, tensions or a loss of trust within the team. 😬
📌 Key points to remember
- Moving from colleague to manager is a delicate transition that can upset the balance within a team. 🏋
- HR plays a key role in supporting this transition and preventing interpersonal tensions. ✨
- The new manager’s legitimacy is built on a clear framework, consistent decisions and an appropriate approach. ✅
- Training new managers helps to ensure a smooth transition and instil the right habits right from the start. 💡
A transition that is by no means straightforward
Becoming the manager of your former team is not just a matter of changing your job title.
It is a change of role within the organisational hierarchy.
Yesterday, the team member was a peer. Today, you must set boundaries, prioritise tasks, give feedback, arbitrate certain decisions and, at times, bring them back on track.
For the team, this change can be unsettling. Some team members may continue to see you as ‘one of their own’. Others may test your authority. Still others may expect special treatment because of your former closeness to them.
This is precisely where HR support becomes crucial. ✅
What’s actually changing
| 🤝 Before, as a colleague | 🧭 Now, as a manager |
|---|---|
| He shared his opinion among others | He must arbitrate and make decisions |
| He shared the same constraints as the team | He must organize priorities |
| He could avoid certain sensitive topics | He must sometimes address them |
| He had a natural sense of closeness | He must set a fair framework |
| He contributed to collective performance | He must now steer it |
This table clearly illustrates the issue at stake: the relationship does not disappear, but the responsibility changes.
And if this change is not made clear, everyone risks falling back on their old habits.
Legitimacy cannot be imposed
One common mistake is to think that a title is enough to establish authority.
In reality, a new manager’s legitimacy is built up gradually.
Some newly promoted managers may seek to prove quickly that they are up to the job. They adopt a tougher stance, make a flurry of high-profile decisions or adopt an overly directive style.
Conversely, others avoid difficult issues for fear of damaging their previous relationships. They put off setting people straight, downplay a problem or hesitate to set boundaries.
In both cases, the team can lose its bearings.
HR’s role is therefore to help the new manager find the right balance: neither a friend nor an authoritarian boss. A clear, reliable and consistent manager. 🎯
Maintaining the bond, without going back to “the way things were”
During this transition, one question often lies just beneath the surface: should the new manager be encouraged to maintain the same relationship with their former colleagues?
The answer is not straightforward.
Yes, it is important to preserve the quality of the relationship. Knowing the team is a valuable asset. The new manager is familiar with people’s personalities, habits, pet peeves and motivational factors.
But no, the relationship cannot remain exactly the same.
The new manager becomes the guardian of the framework, fairness and collective performance. If they try to carry on ‘as before’, they risk creating confusion. Some staff members may expect a certain level of preferential treatment. Others may doubt their ability to make decisions.
The HR challenge is therefore to help the manager maintain a human touch, whilst adopting a more structured approach.
Warm, yes. Vague, no. 😉
The skills to be developed as a priority
To succeed in this new role, several skills need to be developed quickly.
Communication is essential for clarifying expectations, explaining decisions and providing context.
Emotional intelligence helps you understand the team’s reactions, particularly when the promotion creates tension or unspoken issues.
Feedback helps to establish a regular, constructive and professional dialogue.
Finally, leadership enables the manager to unite the team around a shared goal, without seeking to impose their new status.
These skills are not innate. They are developed through practice, role-play and appropriate support.
And if you’d like to find out more...⭐️
At Groupe DMM, we support organisations in developing their new managers.
Our training programmes focus on managerial approach, communication, leadership, feedback and managing sensitive situations.
The aim is to help HR ensure a smooth transition into new roles, avoid interpersonal missteps and equip new managers with the right instincts from the outset.
