I had dinner with friends on Friday – wonderful people and their children.  As we were unwinding on the patio we talked of many things.  Our conversation came around to work, as it often does, and I asked my friend how she was doing in her new position. R is a first time manager.  She is extremely talented in her field.  And we chatted about the whole transition to management.

There is a lot of discussion, theory, books, guidelines etc about transitioning to management.  Plenty of information available for people who are making the change from team member to team leader.  What is not very ample – is information on how existing management can support that transition. 

It is equally important for the existing management to provide strong examples of behaviors that are appropriate for reinforcing the authority and leadership of the new manager, as it is for that manager to establish the boundaries and structure of their own management style. 

I have witnessed businesses who have left people meant to be leaders, floundering in an unclear role, expecting them to establish themselves as leaders “unofficially”.  The obvious problem with this is – if they are not recognized as part of the leadership structure, then they are placed in a subversive leadership role. 

It is not their intent to be subversive, but the message that the existing leadership sends is “you must choose who to follow” rather than “we are all heading for the same goal”.  Even when the unofficial leader is heading for the same goal as the structured leadership – there is an air of “Robin Hood Management” going on. 

This structure says: “We, the leaders, are above you.  We tolerate the petty leadership of some of your peers as long as it pleases us, but at any time we might get rid of any of you because you are all peons.”

No one confronted with that will admit it.  You can confirm it in the morale of the support staff and the non-leader professional staff.  You can also confirm it in the turn-over of the staff.  Mixed messages have done more to create turn-over than any other reason.

My friend, R, is blessed to have a supportive management team.  A management team who has met with her subordinates to make clear her role, and her authority.  She is an emplathic, thoughtful person.  I know she will be a successful manager, with her talents and skills and the support of her management team.