In challenging times, many people are finding they are taking on more responsibility, either formally or informally. One of the biggest challenges, for clients I have coached, is stepping up to the next management level. Particular problems can be presented when you are promoted to manage your former peers; perhaps some of them may have also applied for the same role. Here are some ways my clients and I have found useful to help assert yourself at the next level. 

Clarify your business goals – develop a plan for what results you expect to attain within the business, and what other members of management and staff need to do to achieve these results. Look at what’s working in the business, and what’s not – get feedback from people in different roles – make sure that you clearly understand what service or product you are providing and to whom. Question everything – now’s your chance to use this fresh perspective!

Review your portfolio of responsibilities – many people who find themselves at the “top of the food chain” initially struggle with managing their time. They may find themselves burdened with a predecessors workload. Remember that you are not your predecessor; they may have had their own agenda and way of doing things – if you have a better idea or a smarter way of working – implement it. Another area of difficulty here is still hanging onto the responsibilities of your own previous role. Reassess all the things you believe you are expected to do; if they contribute to achieving the goals above, then do them or delegate them. If they don’t then drop them or move them to where they do matter.

Get used to making decisions -  I worked with a client recently and who found it helpful initially to keep reminding themselves  “I’m the boss now, I’m the one who makes the decisions”. This transition can take some time, if you have always needed to check in with a higher authority – you may have to develop your own “mantra” till it becomes second nature! Remember you are in this position because you have proven yourself and earned it.

Engage with colleagues:

• Listen to what they expect of you ; your team members will have expectations and perceptions of you (both accurate and not!) – be open to what they expect and see what you learn about what’s really going on; if necessary this may have an impact on your goals.
• Be clear about what you expect of them ; many management problems are down to a lack of clear communication about expected results. As well as group communications, you will need to be clear on a one-to-one basis what you expect from each person reporting to you.
• Adapt your management style ; one size doesn’t fit all – different personalities need to be managed differently and particular sensitivity and understanding is usually required if your peers have been passed over for promotion and now report to you.

Get the support you need – It can be lonely at the top; make sure you network with people in similar roles, either in the same or different industries, and find out how they’re dealing with challenges they face. Business or executive coaching sessions can also help you to transition to the new role and enable you to think in a new way about what you need to do.

Hopefully with the right start, and lots of learning along the way, you’ll be able to take advantage of the opportunity to hit the ground running.