Undoubtedly, one of the most difficult and awkward professional transitions is the jump from team member to team manager.  The people that you’ve worked with side by side, joked with and shared lunch with are no longer your peers, they are your employees, and for good or bad, your relationship with them will never be the same.  If you are truly interested in developing as a leader, this awkward situation is an outstanding rite of passage, complete with some hardcore lessons on what it takes for you to build credibility, motivate, direct, support and lead others.

Suggestions gained from others that have navigated this path and lived to tell the tale. (Comments paraphrased from interview notes.)

–Bob: "I initially thought that things wouldn’t change much with my co-workers.  I figured out that when I walked up to my usual lunch group and asked where we were going today.  The awkwardness was deafening.  My advice is to realize that even though you have not changed, to some extent, everyone’s perception of you has changed just a bit.  You’re the person in charge, you write the reviews and decide who gets promoted and everything else.  You can remain friendly, but it is hard to remain friends."

Art’s comment: Bob is right. You have not changed, but the relationship definitely has.  As your new employees/former co-workers develop a better perspective for what your new role means to them, some semblance of "normalcy" may return and things like going to lunch will cease being awkward.  But, there is no taking off your leadership hat when you are out with the group.  Everything that you do and say is being viewed through a new lens.

–Carrie:  "Initially, everything was weird. People were either quiet in meetings or they argued with each other like I wasn’t in the room.  After about two weeks, I scheduled individual meetings with the group members and explained my new role and my priorities as I understood them.  Then we talked about what each person needed to focus on to support the team priorities and goals.  Once I started having this type of dialogue, the situation improved dramatically."

Art’s comment: Conducting those first level-setting meetings as soon as possible into the new role is an important icebreaker and credibility builder.  These early discussions give everyone much-needed context for you in your new role.

–Anna:  "My manager helped me tremendously by sitting down with the team, clarifying my new role and why I was right for the job, and setting expectations for individual and group performance.  What I thought was going to be a tough situation turned out to be relatively uneventful thanks to the up-front help that my manager provided.

Art’s comment: Not everyone is fortunate to have a manager that realizes that this is a key part of their job in supporting the development of new leaders.  Anna learned a powerful lesson that hopefully will be carried forward as she advances and becomes responsible for developing leaders on her team.

Mark: "I can write a book on the things that I did wrong.  I felt the need to overcompensate for my lack of leadership experience by letting everyone know that I was the new sheriff on the block.  Fortunately, several of my teammates had the courage to sit me down and conduct a mini-intervention.  After I understood how my behavior was damaging the team culture, I adjusted and things quickly improved."

Art’s comment: New leaders are often timid or aggressive, and both are a mistake.  Mark was fortunate to have some team members that cared enough and were confident enough to give him some tough love.

The bottom-line:

The "Promoted from Within" leader has all of the challenges of a new leader coupled with the baggage of past peer relationships.  Like most things in business and life, effective communication is the key success.  Everyone is anxious about what this new position means in the context of past relationships and career aspirations.  Initially, let people know where you stand, what your priorities are and what your role is in supporting the achievement of goals and the development of the professionals on the team.  Also, share your expectations for support, communications and performance.  Last but not least, remember that the initial level-setting discussion is only the beginning of the endless stream of Supervisory discussions that are core to your role and success.