Smooth the transition from former manager to new manager

Six months ago, I stepped down as manager of my department for personal reasons and became a regular staff person.  In the beginning, the new manager was open to my ideas, relied on me for information, and really appreciated my assistance.  In the few weeks things changed drastically.  I’m no longer asked for input nor given the inside scoop, and it seems like my manager is avoiding me.   When I questioned a new procedure, I was told, “I’m the manager and I make the decisions!”  Other staff noticed the change and come to me with concerns about the department and the manager.  I’m confused about my role!

Transitioning from manager to that of a regular staff person, especially in the same department, is very difficult for most people unless the groundwork has been carefully laid.  The following tips are important in planning for a smooth transition and will help you understand your role.

Define Roles for the Transition.  During the transition, a former manager can be a great asset to acclimate the new manager.  Establish the parameters of the former manager’s transition role and discuss the expectations of both parties.  During the transition, the former manager is not a regular staff person so a title such as “transition support” can make that clear.  It’s likely that your manager’s need for transition support is fulfilled so you need to discuss what’s expected of you now.

Set a Timeline.   Determine when the transition support role will end and the move into the role of regular staff will begin.  It’s difficult to have it both ways – trying to be a regular staff person and a management advisor, confidant, etc. just creates another set of problems.  If your manager clarifies that the transition is ending, your job will be to settle into your staff role and let go of your manager behaviors.

Communicate the Transition Plan.  Change in leadership impacts everyone in the department so all need to know the role of the previous manager.  Clarify who’s in charge and how concerns should be addressed so the former manager doesn’t get caught in the middle between employees and the current manager.  Others still see you as having power and authority beyond that of a regular staff person so remind them, and yourself, that it’s the manager’s job to address their concerns.

Develop a plan, set a timeline and communicate to ensure a smooth leadership transition.