This informal CPD article, ‘From Colleague to Coach – How to Thrive as an Accidental Manager?’, was provided by iAM Learning, who are transforming the way your workforce trains and retains, using high-end animation, lovable characters and captivating stories to make even the most serious subjects appealing and unforgettable.
Sarah stared at her computer screen, her mind reeling. The email from HR confirmed it - she'd been promoted to team manager. Her first thought wasn't one of excitement, but panic. How was she supposed to lead the very people she'd been sharing lunch and office gossip with just yesterday?!
This scenario plays out in offices across the country more often than you might think. It may even have happened to you. One day you're a part of the team, the next you're leading it. Welcome to the world of the ‘accidental manager’.
The Accidental Manager
Many reasons could put you in this position. Your previous manager has left the business and they needed someone competent and reliable to fill the role. Maybe it’s temporary, on a trial basis or permanently. Whatever happened, the responsibility was thrust upon you. You’re the boss now, and not just anyone can lead a team. It’s a culture shock, for sure.
The leap from colleague to boss is rarely smooth. Your mates and colleagues are now your direct reports, and that easy-going relationship you once had? It's about to change, whether you like it or not. But don't despair - with the right approach, you can navigate this tricky transition and become an effective leader.
First things first, let's tackle that voice in your head telling you you're not cut out for this. Imposter syndrome is real, and it hits hard when you're thrown into a leadership role without warning. Remember, your company saw potential in you. They believe you can do this, so start believing in yourself.
Shift Your Mindset
The key is to shift your mindset. You're no longer just responsible for your own work - you're responsible for the success of your entire team. This means making tough decisions, setting priorities, and sometimes being the bad guy. It's not about being liked anymore; it's about being respected.
One of the biggest challenges you'll face is managing your former peers. The dynamic has changed and pretending it hasn't will only lead to problems. Be upfront about the situation. Have one-on-one chats with each team member. Acknowledge the awkwardness, set clear expectations, and reassure them that while your role has changed, your respect for them hasn't.
Adapting to a new skillset
Now, let's talk about skills. You were probably promoted because you're good at your job, but managing people requires a whole new set of abilities. Delegation is crucial. You can't do everything yourself anymore, and trying to will only burn you out. Learn to trust your team and give them opportunities to shine.
Giving feedback is another essential skill. It's not about criticising; it's about helping your team improve. Be specific, focus on behaviours rather than personalities, and always balance constructive criticism with genuine praise.
Time management takes on a whole new meaning when you're juggling your own tasks with overseeing others'. Prioritisation becomes your best friend. Learn to distinguish between urgent and important, and don't be afraid to push back on unrealistic deadlines. Don’t try and juggle your old responsibilities with your new ones, either – you’ll end up burned out.
One of the trickiest parts of being a new manager is handling difficult conversations. Whether it's addressing poor performance or resolving conflicts between team members, these chats are never fun. The key is to be direct but empathetic. Stick to the facts, listen actively, and work together to find solutions.
As you navigate your new role, you'll inevitably make mistakes. That's okay. In fact, it's how you learn. The important thing is to own up to your errors, learn from them, and move forward.
Remember, becoming a great manager doesn't happen overnight. It's a journey, and one that never really ends. Seek out opportunities for learning and development. Read management books, attend workshops, find a mentor. Your company's L&D department can be a valuable resource here.
Most importantly, don't try to be someone you're not. Authenticity is key to earning your team's trust and respect. You were chosen for this role because of who you are, not who you might pretend to be.
The transition from team member to team leader is challenging. Your relationships will change, and that's okay. What matters is how you handle that change. With open communication, a willingness to learn, and a focus on supporting your team's success, you can turn this unexpected promotion into an opportunity for growth - both for yourself and your team. Hey, you might even enjoy it!
We hope this article was helpful. For more information from iAM Learning, please visit their CPD Member Directory page. Alternatively, you can go to the CPD Industry Hubs for more articles, courses and events relevant to your Continuing Professional Development requirements.
