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February 1, 2025

Role Transition - It Has To Be Specific

In talking with people in all sorts of organizations, we frequently find that people are often promoted to leads and supervisors because of their technical knowledge, skills and abilities.  However, we also find that many of those who are promoted are given very little training in the new job or expectations of the new job as a lead or supervisor.  

Role Transition - Photo.jpg

New Supervisor - Role Transition

What we've seen over and over is people getting promoted because they are "the best" at what they do.  Whether it is a machine operator, a police officer, an attorney, or a fast food line worker, we've seen this happen so many times.  Then when we ask why they were promoted to a leadership position and we're told that they are the best, we ask one question: "Since their job is now going to change from a technical position to dealing with people and all their issues, how much training have they had in working with people, and are they the best at dealing with people?" Sometimes, this has been considered, but many times it hasn't.  

 

When an individual is promoted from a line employee to positions such as lead, supervisor, or manager the expectations placed on them shift significantly, requiring changes in mindset, skills, and behaviors. Understanding these evolving expectations and effectively communicating them to the team is crucial not only for their success as a new leader, but for their success as a team of followers.

"Your job is no longer about the task; Your job is now about people.  And getting other people to do the task"

Line Employee to Lead:
 

Being promoted to a lead role means transitioning from an individual contributor to someone responsible for guiding a team’s efforts toward achieving organizational goals. Functionally, this shift involves a balance between hands-on work and leadership duties, such as delegating tasks, providing support, ensuring team collaboration, and serving as a point of contact between team members and higher management. Unlike non-lead roles, leads are expected to mentor, coordinate, and influence without necessarily having formal managerial authority. They must foster accountability, communicate effectively, and align team performance with strategic objectives while maintaining technical proficiency in their field.

 

The Role Transition

The transition from a line employee to a Lead role involves stepping into a position of informal authority. As a Lead, the individual is expected to guide and influence their peers while continuing to perform their own tasks. Key expectations include:

  • Role Model Behavior: Leads must consistently demonstrate strong work ethic, adherence to company policies, and high standards of performance, setting an example for others.

  • Communication: Leads need to relay instructions, provide updates, and mediate minor conflicts among team members.

  • Shift in Expectations: It is essential to communicate the shift in expectations to the team, emphasizing collaboration and mutual support.

  • Task Coordination: Leads are responsible for ensuring that daily tasks are completed efficiently. This involves organizing work schedules and addressing minor operational issues.

 

It is extremely important to have the discussion about the new expectations: When discussing expectations with their team, they should acknowledge the change from peer to leader.  Leads should focus on their commitment to supporting the team’s success, clarify their new responsibilities, and invite feedback to maintain open communication and trust.

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Line or Lead to Supervisor:


Being promoted from a line-level employee or lead to a supervisor (or manager, depending on organizational structure) represents a shift from primarily executing tasks to overseeing people and processes. Unlike a lead, who may guide peers without formal authority, a supervisor has direct managerial responsibility, including setting expectations, monitoring performance, providing formal feedback, and handling administrative duties like scheduling and conflict resolution. Supervisors are accountable for ensuring operational efficiency, enforcing company policies, and aligning their team’s work with organizational goals. This role requires a stronger emphasis on decision-making, problem-solving, and leadership, as supervisors serve as the link between frontline employees and higher management, balancing both team advocacy and organizational enforcement.

 

A promotion to Supervisor brings formal authority and increased responsibility. The expectations shift to a broader scope of leadership and accountability:
No Longer About Task: The supervisor’s job has changed; you have switched from being task-oriented to being “people-oriented.”

 

  • People Management: Supervisors oversee employee performance, provide constructive feedback, and address disciplinary issues when necessary. They must also foster team cohesion and morale. Supervisors should invite team members to share their needs and concerns, ensuring that communication remains a two-way process.
     

  • Decision-Making: Supervisors make decisions that impact their team’s workflow and outcomes, thus impacting Motivation, Satisfaction and Performance (MSP), requiring them to prioritize tasks, solve operational challenges, and ensure quality standards are met.
     

  • Administrative Duties: Supervisors take on responsibilities such as performance evaluations, scheduling, and reporting. Effective time management and organizational skills are essential.


Have the discussion: New supervisors should clearly communicate their role transition, responsibilities, and commitment to the team’s success while addressing any concerns about the shift in dynamics. They should acknowledge the change from peer to leader, set expectations for collaboration, and emphasize that their role is to support, guide, and ensure the team’s effectiveness rather than just enforce rules. Transparency about decision-making, accountability, and how they will advocate for the team is crucial. They should also invite open dialogue, reinforcing that while their responsibilities have changed, their goal remains the same—helping the team succeed while aligning with organizational objectives.

Putting It All Together:

 

By understanding and articulating these changes in expectations, Leads and Supervisors can build trust, foster collaboration, and set the foundation for their teams to thrive. Having a clear, open, transparent discussion about how your role has changed and now your job is to make sure the goals of the organization are met is a critical discussion early on in the transition.

Quotes to Put into Practice
➢  "To handle yourself, use your head; to handle others, use your heart."

- Eleanor Roosevelt
➢  "The transition to leadership is not a change in job; it's a change in you."

- Anonymous

© 2016 CMF Leadership Consulting

CMF Leadership Consulting
CMF Leadership Consulting
Modesto, CA, USA
(209) 652-3235
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