This transition brings up a number of issues for the new manager:
- Replacing the previous friendliness among coworkers with the position of authority and detachment (without becoming cold, distant or hostile).
- Accepting the greater need to manage up, to consider the pressures on superiors and to speak their language of strategy, rival threats, long term concerns and corporate performance measures (without losing the trust, respect and open lines of communication with subordinates).
- Letting go of "hands on" problem solving in order to work through others, delegate responsibilities and to simply organize the teamwork (without becoming an aloof recluse or an indifferent, hands-off manager).
- Evaluating subordinate performance with objective criteria, conversations about their direct report's own self-criticisms and consideration of their differences, developmental strategies and coworker compatibility issues (not evaluating with comparisons to the manger's own performance, professional growth and personal standards).
- Factoring in H/R concerns about policy enforcement and litigation when handling conflicts, complaints and employee demands (not escalating the conflicts or placating the employees out of anger, guilt or fear).
- Accepting that this is a "rite of passage" that goes into limbo: where familiar situations seem strange, conversations seem difficult and one's own identity is transforming without direct control (not according to plan, 7 easy steps or fully anticipated from the start).
The best way to work through these issues is to talk them out with the coach or kick them around with a community of practice comprised of other "managers in training".