On our ‘Engaging People Powering Companies’ podcast this week, Amrit shares some of his thoughts on the challenges of promoting within.

Specifically, of promoting up within the same team. When this happens, and it does - a lot, is there thought and consideration on how to nurture and support this new manager, or is there just a huge assumption that this person knows what’s what and can just hit the ground running?

In the work we do, we come across this time and time again and suggest that the latter is predominantly true. A newly appointed manager facing the trials and tribulations of finding their feet, in their new role, alongside those that they have (potentially) worked with for years. They know the job inside out, the dynamics of the team, the gossip, the history, the frustrations, the personalities and what’s more, they are known.

They now need to evolve, learn, and grow within a group that already has a view of who they are and how they will get on. Anything they have ever said and done in this team environment is carried with them, not just within their own heads, but in the heads of those that they have worked alongside. Their development into their new role is a show for all to see, and that can feel very heavy indeed and full of noise that wouldn’t be there had they started afresh slightly more anonymously.

It is natural to have those thoughts (you may resonate) when we start something new and out of our comfort zone. That ‘am I good enough?’ voice. The voice of the imposter. It’s hard enough to choose how you want to show up when no one knows you; asserting yourself as a leader, perhaps even fostering a bit of an alter ego to help you through! Deciding who you want to be in a new role, and making that happen, is hard.

Harder still, when people have known you for years and have expectations and beliefs around who you are, how you behave, and how you conduct yourself. Even if these are positive, you must still navigate through them, as well as your own hopes and insecurities. That inevitable internal voice that follows us round when we are learning something new and want to prove ourselves, sounding even louder when in front of a familiar audience.

We, as humans, crave certainty and stability and when something changes the dynamic, mistrust can creep in. Seeing someone that used to behave in certain way, trying something new, can erode what was a solid relationship. They are stepping up, asserting authority, and becoming one of ‘them’. Perhaps they were a friend and now they have new responsibilities and are speaking with those higher up the food chain and things just feel, well, different. Can they be trusted?

These managers promoted within their own teams have their work cut out before they even get to the actual job at hand. So much noise to cut through that, if we are not careful, can take someone ready for development and promotion with their dreams intact, and reduce them to a trembling mess with their confidence in tatters. It matters then to give them a fair shot.

What can we do to help nurture and support our fledgling leaders of the future? Well, if possible, don’t promote up within the same team. Give someone the freedom and grace to be able to go on their development journey in a new environment, where that internal noise can be quieter, and they can grow a little more privately. I know this may not always be possible but is favourable!

When this can’t be the case then let’s not just appoint and leave them to it. Let’s engage and understand what is going on, helping create an environment where they can have the back up and support needed to really overcome some of these very real relational challenges. Let’s not just leave them to sink or swim. We know most people will get by and work through it all eventually, but at what cost?

Being open and honest with the team up front can really help a new manager set the foundation and start as they mean to go on. Showing vulnerability and speaking from the heart is a win! Brene Brown says that “vulnerability is the birthplace of innovation, creativity and change” so maybe we can help our people step up in times of change by supporting them in their own vulnerability.

Talking about how the team dynamics will inevitably change, that there will be demands on this new leader that they didn’t have before, and just being honest in their journey can really help sustain trust and relationships. Aiding the development needs of the team whilst understanding that, as a new leader, they will be on their own development journey, opens a two-way support system and helps everyone feel part of the change.  

Sharing hopes, fears, and anything in-between helps people feel like they are on this new journey together. It’s okay (and likely at times) for it all to feel a bit weird. Setting expectations for feedback and establishing the rules of engagement when people need to speak up will help to create a psychologically safe environment with trust at its core - which goes a long way in helping this new manager swim not sink.