Most hospital leaders recognize the difficulty of transitioning from a peer to managerial position. In the hospital setting, it is important to note that a good clinician does not necessarily make a good leader to others. It may also be challenging for a newly promoted leader to remain objective in matters with staff when they are friends, or to deliver criticism or negative performance evaluations. In such instances, the former peer network may hold animosity toward their new boss.
However, there can also be significant benefits to the organization when considering promoting an employee internally. According to The HealthCare Initiative, internal promotions can increase loyalty and retention, and help show other employees there is room to grow within the organization. Plus, internal candidates are already familiar with various elements of the department.
Changing the nature of relationships with former peers may pose the biggest challenge to newly promoted bosses, but as long as you’re not strolling into work singing, “I’ve got the power!” it doesn’t have to be lonely at the top.
In fact, there are ways new managers can capitalize on good relationships with former peers. For example, according to WSJ, pre-existing relationships can help improve communication between management and subordinates. Also, bosses who come from within are often more trusted initially than managers hired from outside the company.
“If you do have some good relationships and you’re respected, you do have some political capital there that you can expend,” Kathleen Grace, a leadership consultant, told WSJ. “So the question is using it as judiciously as you can.”
The transition can be a sensitive one for employees, too. A good strategy for maintaining support among former peers is to refrain from giving a lot of orders, and instead talk to employees about their goals and show the group that striving to do better work will serve in everyone’s best interest.
Ultimately, the goal of a new manager isn’t about trying to be popular. It’s about leading others to achieve the best results possible. But there are ways to make the transition easier.
According to Forbes, talking to HR representatives to find out what training and support is available for new leaders can help. Another good strategy for newly promoted bosses is to be open about the change, and talk one-on-one with employees about new expectations and address potential issues right away. It’s critical to remain professional at all times, and to eliminate any gossip or venting bosses used to do with other employees prior to their promotion.
Relationships will unavoidably change after a promotion, and they should. In the end, when you’re at work, the responsibilities of the manager are to get the work done, analyze results and deliver feedback and criticism when necessary. Establishing cordial relationships with employees doesn’t need to be forfeited for the sake of achieving this — they just have to be reformed.
