How to Lead Former Colleagues with Confidence and Respect

Leadership unites the leader's mastery and vision with the individual mastery of others and together they will achieve and sustain successful results. ~Connie Williams

My leadership definition above lies at the heart of navigating the complex challenges of leading former colleagues. The promotion from within can sometimes be a double-edged sword. On one hand, you're stepping into a dream role, yet on the other, you're tasked with leading colleagues who might have also competed for the same position. Early in my leadership career, I experienced this very scenario. I had no prior training or mentorship...having transitioned from case manager to supervisor. I made mistakes and began with a lack of confidence and respect from some of my former colleagues. I'm sharing valuable strategies that can guide you to lead with both confidence and respect.

The Challenge of Leading Former Colleagues

When I was promoted, a few of my former colleagues had also applied for the supervisor position. During my first three weeks, I was away for new supervisory training, and upon my return, I found my unit in disarray. My new lead case manager, who had enjoyed their stint as acting supervisor while I was in training, had divided the unit against me. This chaos, compounded by my team's poor performance statistics, placed immense pressure on me to quickly turn things around or my manager would put me on corrective action. I didn’t think it was fair because my stats were exceeding standards before I left for training. After wallowing in self-pity for about 30 minutes, I stopped feeling sorry for myself and the inner warrior emerged from within. There was something I did not know to do before I left for training…and I want you to learn from my experience.

The Power of Positive Expectations

Setting Boundaries and Rebuilding Trust

My new supervisor's training didn't instruct me about addressing insubordinate behaviors or building a high-performance team. It was my intuition combined with my experiencing ineffective leadership that guided me. (For the record, I detest "ineffective leadership". My mission is to assist you in becoming an effective and exceptional leader!) There were a lot of gaps that I had to have the courage and confidence to address myself. I didn't have the support of my manager, because they were new in their position also. The phrase, "No Excuses", quickly became my Mantra in resolving this crisis. The very first step I took was to set positive expectations for the team. Expectations influence behavior, so by clearly articulating what was expected in terms of performance and conduct, I could start to shape a unified direction. By cultivating positive expectations, I brought a sense of clarity and purpose back to the team.

Aligning Goals and Values

I conducted a thorough performance assessment on the caseloads of all my case managers to objectively identify where our team was not meeting standards. To no surprise, the review indicated that the insubordinate case managers had the lowest stats, while those who were supportive had maintained or exceeded standards. This data-driven approach not only informed my corrective actions but also served as a performance baseline to measure improvement and success.

Corrective Actions and Accountability

To lead with confidence and respect, it was crucial to take concrete actions based on the performance assessment. Corrective actions were necessary for those falling short of expectations, including the lead case manager. I also temporarily removed the lead case manager's supervisory responsibilities over administrative staff until their stats adhered to standards. This strategic action highlighted the seriousness of our new team standards and demonstrated my commitment and expectations to effective performance and conduct.

Unity Through Positive Expectations

By setting clear and positive expectations, I could realign the team under a shared mission. Those who initially resisted began to understand that the new expectations created a structure that benefited everyone. More importantly, positive expectations led to increased respect not only for me, as their leader, but also within the team. When expectations are clear and fair, respect naturally follows, uniting the group in pursuit of common goals.

Results and Reflections

A month later, my manager reviewed our performance and found that our team's statistics had not only met but exceeded the standard. The transformation was profound: some of the insubordinate case managers and the lead case manager left for other positions, and I hired new team members and a new lead case manager, who were eager to grow and serve our clients. This turnaround was driven by a combination of effective leadership, unity, clear boundaries, and the power of positive expectations.

Tip: There cannot be two different visions within a team. The lead case manager and the case managers who left would not align with the shared vision. My team developed into a high-performance unit...and in the future, several of the supportive case managers in this unit became supervisors!

Conclusion

This experience happened early in my leadership career and was the beginning of my path to becoming an effective leader. My title didn't make me an effective leader. Leadership is not about having a title or being in charge—it's about uniting others toward a shared vision with respect, confidence, and achieving and sustaining successful results as a team. By connecting positive expectations with strategic actions, you not only uplift the team but also create an environment where everyone can thrive.

In moments of challenges, remember that your expectations shape reality. Utilize this strategy wisely, and you'll lead your former colleagues—and any team—with confidence and respect, achieving and sustaining successful results for building high-performance teams.

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