In Case of Promotion, Break Glass?

In Case of Promotion, Break Glass?

What to Do When You/Your Peer Becomes the Boss? 

The nature of the workplace climate is very akin to that of … (for lack of a better word) nature itself. There are constant shifts which revolve around the organisational structure, such as personnel changes, retrenching of departments, and even promotions amongst colleagues – all of which could potentially disrupt familiarities which we have established for ourselves. The onus is on us to realise the effect of these changes, and respond accordingly. For instance, how should you approach the situation differently when your peer is now your boss / when you are now your peer’s boss?

When a relationship shifts from peer-to-peer to employee-to-manager, it is imperative that both parties accept the new role that is established. As coaching and evaluation of employees are a part of managerial tasks, a certain degree of “social distance” between both parties should be in place, to ensure efficient and effective employee assessment. Sure, existing friendships should not be forgone and ignored. However, the professional relationship between both parties should be acknowledged as well.

After accepting the new roles which both sides have adopted, they should then identify new ways of working together within the organisation. Mutual discussion should address different ways of cooperation going forward – you could explore ways to support your peer-turned-manager in accepting his / her new authority over you; you could demonstrate your willingness in offering guidance from your new-found authority. Both parties are responsible for removing any potential discomfort / unease stemming from the shifting power dynamic, and cooperate to develop new and improved ways of moving forward.

An improved flow of communication must also be determined to further facilitate the new relationship. Previous interpersonal linkages should not affect key concerns within the organisation, and should adhere to professional boundaries. For instance, as a manager, honest comments on workplace commitments should be addressed, even to your closest friends – likewise, as an employee, you should give feedback on organisational policies which you disagree with, even if they were suggested by your buddy-turned-manager.

The ideas shared above were inspired by an article from the Harvard Business Review titled, “What to Do When Your Peer Becomes Your Boss?” by Amy Gallo. Although she only focuses on one aspect of the change of power, I believe that both parties (peer-turned-manager and peer-turned-employee) are responsible for conjoining their efforts in establishing an effective professional relationship. The original article can be found at What to do When Your Peer Becomes Your Boss.