In the hustle of management, where new leaders are often thrown into the deep end without any formal training, even those who get some tips find themselves hurdling a number of obstacles. Here’s the real deal — going from Buddy to Boss is more than just being good at the job; it’s about a big shift in skills, viewpoint, and how you deal with employees. Come along as we dive into what every new leader really needs to figure out: how to move from pals to holding staff accountable, finding the right balance, and shifting from doing your own thing to ensuring the whole organization shines. It’s the roadmap from ‘Buddy to Boss,’ where success isn’t just about handling tasks but rocking the art of leading a team.
We have found that 60% of new leaders do not receive any training at all. And even if an organization does provide some training, it often comes too late and lacks a focus on leadership skills that can help a new leader become effective in communication, collaboration, and coaching a team.
All new leaders must acknowledge that everything and everyone is impacted by the way new leaders “lead”.
Oftentimes we find that new leaders struggle with holding others accountable to prevent losing friendship or like-ability. Sometimes new leaders try to change too much too fast and that can be overwhelming for all.
The key point is for everyone to find balance. Abel Personnel recommends time listening to all staff members to find out what the major concerns are from their perspective. In most cases the information provided are changes that a new leader is considering implementing, and now it becomes a change that is supported by all staff members. This approach does not mean that an individual will change everything that is suggested, but it allows a new leader to take into account the things that are concerning to others.
New leaders struggle with the difference between being friendly versus trying to make friends. The right place in relationship balance is to know that staff members will follow new leaders, if they “know,” “like” and “trust” the new leader.
Understanding that relationship expectations, needed skills, and perspective will need to change in order to be a successful new leader.
- Relationships will change because a new leader is now on two teams-team with peers and team with other leaders. The role of a leader is to manage dual responsibilities. Represent the organization to the team as well as represent the team to the organization. Relationships with everyone will not be the same. Relationship conversations are a key tool to deal with the transition from Buddy to Boss. Have a conversation with staff members about how everyone may work best together. New leaders that had a closer relationship in the past with former peers should meet directly with employees and provide new expectations. It is important to establish relationship boundaries as a new leader to make the transition successful.
- The ability to change skills significantly is one of the qualities that a new leader needs. Skills like communication, coaching, collaboration, teamwork, as well as commitment to setting and achieving goals will be necessary to be a successful new leader. A change in perspective will need to occur. It is important for a new leader to understand that managing and leading staff members is most important to an organization, not the routine work that a new leader was previously responsible for completing. It is important for a new leader to balance management, leadership, and assigned work in order to be successful.
In most cases Buddy to Boss goes beyond the nuts and bolts of a specific job. The skills that win the promotion are usually expert technical know-how, good work ethic, great attitude, but these things will not prepare a new leader for all the unexpected challenges managers face. If a new leader has never managed people, dealt with heavy time management issues, administered company policy or never had to deal directly with upper management , then a new leader has been left completely unprepared to succeed.
The journey from being a buddy to becoming a boss is complex, requiring a delicate balance between maintaining relationships and establishing new boundaries. The key takeaway is the importance of finding equilibrium, listening to staff concerns, and adapting leadership styles to foster trust and collaboration. Navigating the transition from individual contributor to leader demands a shift in skills, perspectives, and priorities. Abel Personnel emphasizes that while technical expertise and a positive attitude may secure a promotion, developing effective management and leadership skills is crucial for sustained success. Ultimately, we encourage new leaders to recognize the challenges, embrace change, and invest in their ongoing development to thrive in their roles.