So you have been promoted to a new role as a manager. On the one hand, this promotion is the culmination of your professional growth to date. On the other hand, it marks the beginning of an entirely new cycle of growth for you, one in which you will need to be an even more active participant. If your promotion involves taking responsibility for managing people who were previously your peers (within the same team or organization), you will face unique challenges. The suggestions that follow can help you maximize your success.

1. Act with Confidence Give direction in a matter-of-fact way. Make it clear through your conversational tone of voice and your relaxed demeanor that you expect people to follow your direction. Do not act like you have something to prove (you have already proven it). Do not take an apologetic approach either. As our friend and client Jim Beglin says, “When in charge, take charge.” Do not be afraid to rock the boat by changing things. If you are a good manager, you will want to improve things, which requires change. Taking that kind of responsibility seriously is part of investing in your own development as a manager.
2. Hold People Accountable Do not try to maintain your status as “one of the team.” You have been promoted. Your relationship with the members of your team has changed. You can still be friends—we encourage it! (See Chapter 3.) But do not allow your former peers to take unfair advantage of your friendship. Clarify that you intend to be their ally, not their judge, and hold each person accountable. Your people need you to hold them accountable because it will spur their growth and the growth of the team. And you must do it for your own growth and success as a manager, as well.
3. Keep an Open Door and an Open Mind Remember the advice of Stephen R. Covey:¹ You can be effective with people, but you can't be efficient. Give each person the time they need, ideally when they need it. Doing so demonstrates powerfully that they are significant to you.
4. Show your team members that you respect and honor their knowledge, experience, and capabilities. Demonstrate this respect by asking people for their opinions and for their help on specific projects or tasks. Make it clear that you are thankful to have them on the team.
5. When you encounter undesired attitudes and behaviors, first seek to understand the why. Your assumption that you know the why without asking is usually mistaken.
6. Help People Grow As a manager, you are responsible for helping other people do their best work. When you help them grow, you are investing in your own growth because each time you help someone else improve or grow, you have achieved the essential work that defines highly effective management.
7. Conduct a Career Investment Discussion (see Chapter 7) with each direct report within the first month. Find something you can do on each person's behalf that will help him or her grow.
8. Work actively to help people succeed and to realize their aspirations. As our colleague Jim Meehan² advises, enliven the following principle: “I mean you no harm; I seek your greatest good.” Put the well-being of your people ahead of your own self-interest, realizing that what you do for them comes back to you.