Manager’s Toolkit
I’m No Longer Their Mate, Now I’m Their
Manager
You are no longer their mate. Now you are their manager, and your manner in
interacting with them will change. You are striving to be respected in your new role and
no longer just to be liked as one of the crowd. You may no longer be asked to join in
your team’s social outings, or it may be appropriate for you to distance yourself
somewhat from their activities.
You will also have to deal with the reactions of your colleagues. Some of your team will be positive
and pleased for you, but some may feel bitter or resentful that they didn’t get the job. They may
seek to undermine your efforts, and it is essential to resolve these problems at the outset. Your
friends may also try to take advantage of the earlier friendship, feeling that they will be entitled to
more of the perks or less of the grunge work.
There may also be the people who have been there longer and have more experience who will
resent being managed by a younger or perhaps better-qualified boss. Or the younger highly
qualified individual might resent your getting the job because of your experience when they have
more qualifications.
It is important as a new manager to treat all of your team in a consistent manner. There may be
some who, as friends, you may feel inclined to favour. But it is essential that you treat all your team
in the same way.
Attitude Questionnaire
In order to help you consider how you are going to deal with each member of your team, please
complete the following questionnaire. List the team individually (by initials) across the top, then
rate each person against the criteria listed.
Level of Support

How supportive is each team member? Award 5 points for not supportive, down to 1 for very
supportive.
Level of Resentment

How much resentment might any team member display towards you in your new role? Award
5 for a high level of resentment, down to 1 for no resentment.
Level of Resistance to Change

How much are individuals likely to resist your new regime – for example, by not
co-operating? Award 5 for a high level of resistance, down to 1 for no resistance.
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Level of Manipulation

How likely are members of the team to try to manipulate you? Award 5 for a high level of
manipulation, down to 1 for no manipulation.
Inappropriate Behaviour

As a colleague you may have been aware of an individual’s inappropriate behaviour – for
example, remarks that are racist, sexist, or bullying. As a colleague you may have felt
uncomfortable with the comments and behaviour but you didn’t do anything. As a manager
you would have to respond immediately if such behaviour were to occur. Award 5 for a high
level of inappropriate behaviour, down to 1 for no inappropriate behaviour.
Other

There may be other areas which you can think of – please add them to your chart.
Team Member Initials
Level of support
Level of resentment
Resistance to change
Level of manipulation
Level of inappropriate
behaviour
Other
What Next?
Evaluate



Look at the highest scores.
Who scored highest?
Did the same people score highest on a number of issues?
Decide how you are going to informally deal with each person.
It must be done early. Don’t let the situation control you, or think you can get round to it later.
The way you deal with each individual at the very beginning of your role as a manager will
determine how well that team member will function as part of your team in the future.
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