Leading Former Peers: Strategies for Success
As founder and CEO of Right Chord Leadership, Dr. Michael Brenner collaborates with leaders and teams at all levels to strengthen the essential skills needed for peak performance. He achieves this by drawing on more than two decades of experience as an international leadership consultant, executive coach, keynote speaker, and educator, and more than 35 years as a professional musician. Michael’s unconventional workshops, executive coaching sessions, and consulting services – grounded in the belief that “When people work in harmony, great things happen!”™ – have helped clients increase employee engagement, reduce turnover, improve customer service, and create more inclusive work environments.
Michael is the creator of the CHORDS Model™ which consists of six key “notes” all successful leaders and teams play: C (Communication), H (Harmony), O (Ownership), R (Respect), D (Direction) and S (Support). He has been a featured speaker at many industry events and conferences around the world, including Southeast Asia, Canada and Australia.
He holds a doctorate in Adult Learning and Leadership from Teachers College at Columbia University and a master’s degree in Adult and Organizational Development from Temple University. He has taught courses in organizational behavior, systems dynamics, negotiations, and interpersonal relations (among others) at Immaculata University, Temple University, and La Salle University. Currently, he is on the faculty of Penn State University and the Kogod School of Business at American University.
Managers who are put in the position of having to manage former peers face many challenges including
- Supervising peers with more years of experienced
- Separating friendships from work relationships
- Gaining respect from former peers
- Knowing when to share information
- Asking friends to complete hard tasks
- Jealousy from being promoted over others
- Questioning ability to manage effectively
If the transition is handled effectively, trust, loyalty, and engagement will result. If handled poorly, however, resentment can fester, trust can erode, and the team environment can become toxic. That is why it is critical for managers who are supervising former peers to follow a 4-step process:
- Set the stage
- Establish your authority skillfully
- Establish fair, equitable processes and protocols
- Reflect, reprioritize, and recalibrate
Setting the stage involves stepping back, evaluating the “landscape,” and scheduling time to meet with every team member. Establishing authority skillfully means avoiding “Godzilla Syndrome” (coming on forcefully and creating abrupt change) and thinking through how you want to lead.
Establishing fair, equitable processes and protocols is about developing team norms that everyone can buy into. Reflecting, reprioritizing, and recalibrating is the process of continually evaluating your progress and course correcting when necessary identifying resistance, tackle awkwardness head-on, and remain agile to navigate new challenges that may arise.
When managers follow this 4-step model, they can significantly increase the likelihood of a successful transition from peer to boss.
Who Should Attend
Senior and mid-level leaders, managers, and supervisors.
Why Should You Attend
Managing former peers can be a stumbling block for even experienced managers because it fundamentally changes the relationship from one of equality to one in which there is an unavoidable power differential. Navigating this transition effectively can mean the difference between an engaged employee and a resentful one.
In this presentation, we’ll cover some of the key factors concerning managing former peers. These include:
- Acknowledge the Change: Be open about the shift in your role and acknowledge that things will be different
- Set Clear Expectations: Clearly communicate your expectations as a leader
- Focus on Building Trust: Trust is crucial in any leadership role but especially when leading former peers
- Be Approachable: Encourage open communication and make yourself available for questions or concerns
- Lead by Example: Model the behaviors and work ethic you expect from your team
- Stay Humble: Recognize that your former peers may have valuable insights and expertise that you can learn from
- Address Challenges Promptly: If any issues arise, such as resistance to your leadership, address them directly and respectfully
Topic Background
Leading former peers can be a complex and delicate task. When you transition from being a peer to a leader, it's important to handle the change with sensitivity and respect.
-
$200.00
-
