Moving from peer to leader brings both opportunity and challenge, especially for new managers learning to guide former colleagues. Jack Nehlig and Trevor Robinson discuss this common transition, offering practical suggestions for managing team relationships, addressing workplace dynamics, and establishing a leadership approach that builds trust and respect.

Understanding the Shift from Colleague to Manager

New leaders, particularly those promoted internally, often face mixed excitement and anxiety in their new roles. Jack Nehlig points out that the transition can feel overwhelming: “You get all these emails, congratulations, congratulations. So 80 people congratulate you and then all of a sudden…160 eyes, looking at you to see if you’re going to do good.” This feeling of being in the spotlight is normal and largely self-imposed—most individuals will feel both pride and a sense of pressure in their new responsibilities.

Successful leaders start by acknowledging this anxiety and preparing themselves for a period of learning. Rather than trying to change everything immediately or feeling pressure to perform, Jack Nehlig suggests open conversations with both managers and reports. He notes the transition commonly takes about 30 to 60 days, emphasizing the importance of patience and thoughtful action as new managers learn the business, the expectations, and the needs of their teams.

Building Relationships with Your Boss, Peers, and Team

Navigating workplace relationships is essential for credibility and effectiveness. Jack Nehlig recommends having several structured conversations at the outset: “The first thing you should do when you get that job is you should immediately have a good long conversation…making sure you connect with your boss and the details of your boss’s expectations.” By understanding what their own leaders expect, new managers set a firm foundation for success.

Equally important is connecting with team members and peer managers. Nehlig advises: “Get a lot of individual perspective on what your leadership role should be from your team…as opposed to you coming in saying, ‘here’s how I operate. You all will follow my rules.’”

This approach helps new leaders gain respect and allows them to address existing problems or frustrations. Trevor Robinson shares that taking team members out individually to ask about their preferences and previous experiences provided helpful information, which “helped make my job easier moving forward.” Listening, gathering feedback, and involving others in decision-making are fundamental to building trust.

Handling Difficult Dynamics After a Promotion

One of the toughest scenarios for a newly promoted manager occurs when a former peer who also wanted the position is now part of the team. Jack Nehlig’s guidance is clear: “Address it head on. Right in the beginning. Have a four eyes meeting, a nice discussion. Ask them what their goals are in their career. Make sure you tell them that you’re going to be there to help develop them so that the next job that comes around, they’re good for it.” Avoiding the issue can lead to lingering tension, and it undervalues someone likely to be a top contributor.

Addressing these relationships directly—for example, through open and honest conversations—can prevent misunderstandings and foster a cooperative environment. Supporting high performers, even when they were competitors for the promotion, is not only fair but also improves the team’s results. Robinson highlights that this often creates a high-performing group and that direct dialogue helps address unspoken tensions.

Key Quote From The Episode

"You want to do the same process with your peer managers…because you got the boss, you got your peers, and you got your people. Those three different axes, if you will, all need to be covered up in this transition from peer to manager." – Jack Nehlig

Key Takeaways

• [00:02:08] The jump from peer to manager involves both excitement and self-imposed anxiety, especially in familiar workplaces.
• [00:03:54] Success in a new management role starts with conversations—clarifying expectations with higher-ups, soliciting feedback from peers, and individually connecting with team members.
• [00:09:03] Addressing any competition or difficult team dynamics directly creates an honest and healthy environment.

Wrap Up

Stepping into leadership is both rewarding and daunting, especially when managing former colleagues. Setting expectations with your boss, seeking input from peers and team members, and facing sensitive team dynamics directly can ease the transition. For those new to leadership, it’s helpful to take the time to listen, stay patient, and focus on honest communication. To build credibility, proactively schedule one-on-ones, clarify your manager’s expectations, and never avoid difficult conversations. Each of these steps helps foster a stronger, more effective team environment.