What to Do When Youre Promoted and Put in Charge of Your Former Peers

What to Do When Youre Promoted and Put in Charge of Your Former PeersWhat to Do When Youre Promoted - and Put in Charge of Your Former Peers Getting promoted at work is a milestone many of us hope to achieve. But what happens when that suddenly changes the dynamic between you and your colleagues?Its a scenario that happens fairly often. One day, you and your coworkers are all on the saatkorn level, and the next day, youre suddenly in a lokalitt where youre going from their friend and confidant to their manager. It can be an uncomfortable situation at best, so heres how to handle the transition.Being put in a position where youre suddenly managing your former peers can be uncomfortable for everyone involved - so dont pretend it isnt. If you start acting like a manager without first acknowledging the awkwardness at hand, you may come across as insincere. Instead, admit that youre still adjusting to the change yourself, and ask for suggestions on how to make it smoo ther for everyone.Having colleagues to confide in and gripe with at the office can make your workdays much more bearable. But once you become those folks manager, you can no longer divulge your displeasure and commiserate on the same level. As a boss, youre responsible for not only managing your team members, but motivating them , too, so keep your personal complaining to a minimum.Furthermore, while its still OK for you to join those colleagues for lunch or happy hour, youll need to be a little more guarded with those interactions, and set boundaries so that nobody ends up crossing a line. Heres an example Say you and your colleagues would occasionally take turns playing hooky from work to attend concerts. If one of them is planning that, make it clear that you dont want to know about it (and avoid sharing similar information if youre the one whos pushing the rules). Figure out how to establish a comfortable level of information-sharing and interaction so that nobody is put in a b adeanstalt position down the line.As a manager, you may be responsible for tasks like assigning project leaders and giving out raises . And while you probably know, on a logical level, that those decisions should be based on merit alone, it can be difficult not to favor the people with whom youve established closer friendships. Thats why if you come to manage your former peers, youll need to work hard to put your personal feelings on the back burner, and instead focus on the facts.Will some folks get offended if passed over for key opportunities? Maybe. But if you send the message that youre approaching your new role fairly, youre more likely to gain their respect.In an ideal world, youd be able to transition from colleague to manager with disrupting the social flow of weekend barbecues and trips to the lake. But the moment you accept that promotion , youll need to also accept the possibility that your coworkers may come to no longer view you as a friend. After all, youre going to b e the one in charge of their workload. Itll be on you to decide whether they can take time off , leave early or push back deadlines. And while theres no reason you cant maintain a casual relationship with the same people you used to spend your free time with, you should also understand that being in a position of power hardly makes for smooth friendships - like it or not.Going from colleague to boss can be challenging for everyone involved. Be mindful of that fact, and be patient as you all work on getting used to your new circumstances. With any luck, itll be a career move that serves you well while allowing you to maintain a good, albeit different, relationship with the people who used to be your peers.

2016 ISHOW Kenya

2016 ISHOW Kenya 2016 ISHOW Kenya 2016 ISHOW KenyaThree teams from a field of nine finalists won the competition in Nairobi, Kenya. Their products ranged from machinery for mining to sanitation and agriculture equipment. ASMEs Noha El-Ghobashy, on the left, and KPMG Kenyas Samuel Neri, right, present the awards.Rose Nyawira, co-founder, and Patrick Kiruki, co-founder and designer, Banza Limited, show a prototype for their waterless toilet. Listen to Patrick and Rose explain how they envision helping improve sanitation in Kenya.Taita Ngetich, of Illuminum Greenhouses, presents his designs for a drip irrigation system to ISHOW judges. Watch to Ngetich explain how he thinks his system will improve yield and improve incomes for famers in in developing regions.Lawrence Ojok, founder, and Eduardo Monte, both of Green Rock Drill, present their design for a portable rock drill. Listen to Ojok explain how his portable drill can fill a niche between expensive equipment for large scale mining a nd artesian mining that depends on hand tools.ISHOW Videos produced and directed by Roger Torda, ASME Public Information..picBlurb padding-removed0 0 0 10px important vertical-align top .picImg padding-removed0 0 0 0 important vertical-align top

Dealing With a New Hire Nightmare

Dealing With a New Hire NightmareDealing With a New Hire NightmareSo, your new hire isnt exactly working out. Your direct report isnt fitting in well with the team, doesnt quite understand the jobs responsibilities or reporting structure, and seems to lack key skills you thought he possessed. This is a delicate, disappointing dilemma no employer wants to face. Heres the information you need before writing off the new hire as a bad hireBe as patient as possibleInformation overload or early-week jitters may be causing the troubles. Remember It takes time for a recent hire to settle in, and orientation takes longer as the job complexity increases.Communicate constructivelyArrange a private meeting to give diplomatic but candidfeedback to your direct report. Make your comments constructive and productive, emphasizing that youre hopeful things will turn around soon.Offer the employee trainingIts costly to hire and onboard an employee. Before you throw in the towel, offer professional deve lopment in areas where your direct report seems to be struggling. This could range from sharing information via office brownbag lunches or even job shadowing.Provide a mentor to the new hireOffering mentoring is another good way for an employer to orient a struggling employee. A mentor can provide vital information about the company, office culture and the reporting structure. A mentor is usually not a direct supervisor, but rather a talented and well-connected employee whos been around for a few years.Consider a second chanceStill no luck? Consider issuing a formal verbal warning or putting the part on probation. Company policies and local and state laws vary, so make sure that you check in with your companys human resources department and/or legal department to make sure you are working with their guidance and advice. Generally before firing someone, this second (and final) chance is a clear message the employee has one more opportunity before facing consequences. State how many d ays or weeks the person has to show improvement.Make the tough decisionWhen should an employer cut their losses? If its obvious that the new employee is detrimental to your organization - plagiarizes work, instigates arguments or has made multiple egregious errors, for example - it might time to terminate the relationship. If a signed contract is in place, the scenario gets much more complex for any employer. Consult your companys attorney, legal department or human resources staff for guidance.As an employer, firing someone is never easy. It shouldnt be your first option. But if termination is in the cards, dont beat yourself up over a bad hire. View the experience as a learning opportunity - a way to improve your recruitment process.Need information on the hiring environment? Read our free report, The Demand for Skilled Talent, now