Common Questions

How do I manage people who used to be my peers without damaging those relationships?

This is one of the hardest transitions in management and it’s normal to feel awkward or unsure. Managing former colleagues requires resetting expectations without rewriting history. The goal isn’t to assert dominance or stay “one of the gang,” but to establish clear boundaries, consistent decision-making and mutual respect. When expectations are clear and behaviour is fair, relationships usually stabilize even if things feel tense at first.

How do I give feedback to former peers without creating tension or resentment?

Giving feedback to someone who used to be your equal is challenging—but avoiding it creates more problems long-term. Effective feedback is specific, timely, and focused on outcomes, not authority. When delivered calmly and consistently, feedback becomes part of the role—not a personal judgment. Most teams respect clarity more than silence, even if it feels uncomfortable at first.

What should I focus on in my first 30–60 days as a new manager?

When you’ve been promoted from within the team, your first priority is provide clarity, not to change. Focus on understanding team dynamics, peoples roles, and how people are reacting to your new position. Start off by listening to your team, set clear expectations, and avoiding the urge to over do it. Small baby steps, will help you build credibility faster than making massive changes.

What does “coaching my team” actually mean as a new manager?

Coaching isn’t about having all the answers—it’s about helping your team think, decide, and grow. For newly promoted managers, especially those leading former colleagues, coaching helps shift your role from peer to leader without micromanaging. Simple habits like asking better questions, setting clear goals, and following up consistently build trust and authority over time.

What’s expected of me now that I’m a manager, beyond individual performance?

Your role has changed from “doing the work” to enabling the work. You’re now accountable for team outcomes, communication and decision-making, not just your own output. This can feel uncomfortable when managing former colleagues, especially if expectations weren’t clearly explained. Learning what leadership looks like in practice and how you’re being evaluated helps reduce second-guessing and imposter syndrome.

How do I know if I need coaching or outside support right now?

If you’re replaying conversations, avoiding tough discussions, or feeling isolated in your role, that’s a strong signal—not a weakness. Many new managers struggle silently, especially when managing former peers. Coaching provides a confidential space to work through real situations, build confidence, and avoid mistakes that can impact long-term credibility. Getting support early often prevents bigger issues later.

Get in Touch

I’m here to help you navigate your new leadership role with confidence.

Phone

555-123-4567

Email

hello@toyincoaching.com