Handling Your Promotion: What to Expect When You're the New Boss

When you become the boss, your former peers will fall into one of four categories:

Leavers are those who, for a variety of reasons, won’t stick around. Let them go. Holding on to people who have already psychologically separated themselves from the organization is, at best, a temporary victory. At worst, you have marginally motivated employees who are probably second-guessing their decisions to stay. You will find it easier to rally the organization behind you when those who are dissatisfied are gone.
Testers are uncertain about your leadership. They will find ways to challenge your style of management and your expectations of your staff. Testing is normal and can be used to develop constructive relationships with your former peers. In your response to such challenges, the organization gets to see how you operate. Deal with testers by being patient. Take every opportunity to clarify your positions. Support experimentation by your staff as they learn how to meet your expectations.
Passive resisters will test your patience as they disagree with every idea. Even when they express agreement, they will often follow their own agenda anyway. Get passive resisters in-line by encouraging them to, according to the adage, “lead, follow or get out of the way.”
Boosters are those who are happy to be working with you, and they’ll tout your leadership to others. Boosters can be anywhere in the company, from the CEO to an entry-level employee. They are your allies because some connection (an idea you shared, a joint accomplishment or a compatible personality) has created a positive relationship. Nurture relationships with your boosters, and they can be your advocates whenever you need support.