Take personal responsibility for your leadership role.

I provide executive coaching services to many emerging leaders and new executives. Some of the executives have been promoted from within. Several of my executive coaching clients have told me similar stories recently about an interaction they are initiating with people who work for them. As they take on their new role, they feel compelled to tell their team that they are still on equal footing. “I’m still the same as you. We’re still totally equal here at the company. I’m not above you. I want you to treat me the same way as always.” These are false statements and may create unrealistic expectations. Leadership and supervisory responsibilities are difficult and often create uncomfortable feelings for a new supervisor. Moving from coworker to supervisor can be a challenging transition. New leaders may feel nervous and unsure of themselves for the first time in years. They may find themselves apprehensive about the separation a supervisory role naturally creates. They are no longer a member of the team. In an effort to ease these feelings of discomfort in themselves and uncertainty among colleagues about how to navigate these new relationships, leaders may inadvertently make false claims. 

Let’s be honest. The supervisor and the team do not share the same responsibilities, nor do they have the same authority. The ability to impose terms on another is inherent in a supervisory position. The manager or executive holds the responsibility to hire, fire, discipline and manage members of the team. The obligations of a supervisory role create a new power dynamic and thereby new relationships to navigate. Denying this power dynamic creates distrust between the team and the leader. As the obligation to make decisions and hold others accountable becomes a reality for the leader, they will inevitably have to exercise their power and authority over the team. This may come in the form of time off requests, performance evaluations, promotions, assignments, pay raises or disciplinary actions.

Disowning this power differential is insincere on the part of the leader. Members of the team who have been told that they are equal in authority or status in the company may justifiably feel deceived. Alternatively, team members may feel that the leader will deceive them about other important issues. Creating trust as a leader starts day one and continues by being forthright and honest with your team. You may not be able to share everything as a leader but being deceitful intentionally or unintentionally always creates problems.

Acknowledging new roles, responsibilities and relationships from the start allows for dialogue and processing of the feelings that naturally arise. Allowing opportunities for this kind of honesty and vulnerability is foundational in creating trust among the team. New leaders who have known their team over time can share their feelings of discomfort about navigating changing relationships. Leaders must take care not to ask subordinates to feel sorry for them or help them work through their own feelings.  It is the role of the leader to support the team. Additionally, while the team may be nervous about upcoming changes and not see any immediate personal benefits, the leader is celebrating recognition of their skills through a promotion and likely a bigger paycheck. Acknowledging the transition and outlining the natural change process that is experienced universally among teams and individuals can create a safe place to explore next steps and invite discussion about a new vision and expectations.

Having open, honest conversations early and often as a leader creates a culture of trust within the team. Leaders who make false statements to avoid their own discomfort send them message that their own safety is paramount. The easy route is always the one that creates the most problems. Thinking before you speak and acting on the side of courage sends the message that the teams’ psychological safety is more important than your own. As it should be.