Tag: Credibility

  • Promoted to Manager? Here’s How to Earn Respect Without Losing Friends

    Promoted to Manager? Here’s How to Earn Respect Without Losing Friends

    Becoming a leader is exciting but comes with challenges. You must build trust, earn respect, and set clear expectations. If you were promoted internally, shifting from peer to manager can be tricky. You’re no longer just a friend—you’re the one making tough calls.

    Build Trust with Your Team and Stakeholders

    Trust is the foundation of strong leadership. People follow leaders they believe in. Here’s how to build that trust:

    • Be honest and transparent about your goals and decisions.
    • Listen more than you speak. Understand your team’s concerns.
    • Follow through on commitments. Reliability builds credibility.
    • Encourage open communication and feedback.

    Research shows leaders prioritising trust see stronger team performance and engagement (Brower et al., 2000).

    Managing Internal Promotions: Shift Perceptions

    If you’ve been promoted within your company, your relationships will change. Some colleagues may struggle with seeing you as a leader. Others may expect special treatment.

    Here’s how to handle it:

    • Define boundaries early. Be clear about your new role.
    • Treat everyone fairly. Avoid favouritism.
    • Communicate openly. Address any concerns head-on.
    • Seek guidance from mentors or leadership groups.

    The First 90 Days by Michael Watkins stresses the importance of setting expectations from day one. Taking control early prevents misunderstandings and resentment.

    Leadership Can Feel Lonely—Here’s How to Cope

    Leadership isn’t just about managing others. It also means making tough decisions that not everyone will like. This can feel isolating.

    • Find a mentor who has been in your shoes.
    • Build a support network outside of work.
    • Set aside time for self-reflection and growth.

    Heifetz and Linsky, in Leadership on the Line, advise stepping back to see the bigger picture. This helps leaders manage stress and avoid burnout.

    Balance Relationships with Accountability

    Strong leaders know how to support their teams while holding them accountable.

    • Set clear expectations from the start.
    • Give feedback regularly—both positive and constructive.
    • Lead by example. Show the work ethic you expect from others.
    • Recognize achievements. People work harder when they feel valued.

    Kouzes and Posner in The Leadership Challenge emphasize that credibility comes from consistency. Your team watches what you do more than what you say.

    Practical Takeaways

    • Communicate clearly and often.
    • Build trust through consistency.
    • Establish professional boundaries.
    • Seek mentorship and leadership networks.
    • Balance approachability with authority.

    Effective leadership isn’t about being liked—it’s about being respected. Set the tone early, stay true to your values, and lead with integrity.

    Journeying:

    Articles and Reading:

    Article: Leadership Transitions and the First 90 Days

    Forbes Article: Why It’s Hard To Transition From Doing To Leading

    McKinnsey Article: New leadership for a new era of thriving organizations

    Article: Leadership Transitions: The Key To Organisational Success

    Article: Developing leaders by supporting their transitions into senior positions

    Videos:

    Simon Sinek on Building Trust

    It’s Lonely At the Top: Turn Loneliness into Leadership That Matters

    Short and Snappy Video on Building Trust

    References

    • Image Credit: PixelPop
    • Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
    • Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader-member exchange. The Leadership Quarterly, 11(2), 227-250.
    • Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611.
    • Gabarro, J. J. (1987). The Dynamics of Taking Charge. Harvard Business School Press.
    • Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press.
    • Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. John Wiley & Sons.
    • Northouse, P. G. (2021). Leadership: Theory and Practice. Sage Publications.
    • Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of the Learning Organization. Crown Publishing.
    • Watkins, M. (2013). The First 90 Days: Critical Success Strategies for New Leaders at All Levels. Harvard Business Review Press.

  • The Assistant Principal Interview: Part 2 of 3

    The Assistant Principal Interview: Part 2 of 3

    One of the most popular questions facing candidates applying for Assistant Principal positions is “How would you enter the school as a new Assistant Principal?” This is often followed by, “as an internal candidate, managing and leading your friends and colleagues” or “ as a leader new to the school and community?”  The fact that this is such a common question implies that you should indeed have an entry plan. I should rephrase this. You should have an entry plan and stick to it. I had a plan and deviated, it slowed down my progress. I kept the fundamentals, however, I sacrificed some key aspects that I knew to be important. How did I justify this to myself? Time. There is never enough time… All the more reason to have a plan, right?! 

    So, what does an entry plan for an Assistant Principal look like? What are your priorities? You will need to consult your values and philosophy, the school strategic plan, the schools’ objectives for the year, and of course, the school principal. There are many books on the subject, all directing you to the key features of a successful transition. Some are more obvious than others, so let’s explore them and start to plan your First 90 Days. 

    The First 90 Days by Michael D. Watkins was first recommended to me as I was finishing up my Master’s Degree, by one of my professors. I have since learned more about this book and Watson’s work. It is a classic. I will refer to a lot of the underlying principles covered within the book whilst injecting some of my learning, applying it to the role of the Assistant Principal.

    Let’s get started.

    Be Prepared…To Tell Your Story

    Once you have accepted the role of Assistant Principal and signed the contract. You must celebrate. You should then dust yourself off, and get to work. There is a lot to do before you enter the building, or as was my case, Zoom into a Whole School Faculty Meeting. No matter how you are introduced to your faculty, the moment will define your future success, so make it count. It is likely you will be introduced to your Faculty already via a written biography,  it is, therefore, important to provide some extra information when meeting them for the first time. Your teachers will want to know how you will lead them, how you teach, and what you are like as a person. You must be vulnerable and open up to them, but not too much. Practice sharing your story during the interview. Be authentic. It will help you to discover whether if you are the right fit for the school.

    Creating Your Vision of Success

    Ensure that you have your definition of success as well as meeting the school goals. This will most likely consist of the points mentioned below. You should ensure that you build in some early wins, ideally, these will be highly visible to help build your credibility. You will often be asked about what your first 3-6 months will look like, so be prepared to tell the panel. More often than not, your first 90 days will involve building relationships and collecting data. Observing and learning about the school, not making any major changes. Nobody wants to hire a bulldozer.

    Build Relationships

    You cannot do this alone. Success is dependent upon relationships. How will you deliberately develop relationships so that everyone feels valued and included? Enter classrooms, meetings, assemblies and have corridor conversations. Care personally about your colleagues and students by getting to know them. Collaboration is a key value to discuss during your interview, however, acknowledge that as a leader you will sometimes need to act alone, and quickly.

    Earn Credibility and Trust

    Read the school policy and ensure you follow it. Communicate often. Be transparent. Keep confidence. As Kousez and Posner maintain, you should ‘Do What You Say You Will Do’. Nothing causes a loss of credibility more than a broken promise.

    Sharpen Your Saw

    Stephen R. Covey in his seminal work, The 7 Habits of Highly Effective People, discusses the importance of Sharpening Your Saw. As lifelong learners, this should be easy enough to speak to. You will need to keep learning on the job by reading around the latest research, and you will need to keep yourself healthy and energised by exercising, meditating and writing. Do not underestimate the demands of the job. Providing a clear understanding of the role and its demands will help the panel to see past a novice leader. Demonstrating balance and an ability to learn will support your application by acknowledging that life is not all about work. You should not expect teachers to be tied to their desks, however, we all need to keep learning to grow. As Abraham Maslow once said, “In any given moment, we have two choices: step forward into growth or step backwards into safety.”

    “In any given moment, we have two choices: step forward into growth or step backwards into safety.”

    Abraham Maslow

    Be a Multiplier

    As teacher’s, we take for granted that our job is to multiply talent. We help students learn by building on their strengths, providing timely and effective feedback and creating valuable learning opportunities to support this. We should be doing the same for our teachers. How much more effective would our schools be if all teachers knew and understood the demands of leadership? Liz Wiseman in her book Multipliers, argues that we should attract talent and multiply it by developing a culture with a common language, learned behaviours, shared values and a celebration of heroes and legends, your star-teachers. Create an enabling culture that prioritises the growth of teachers and students. Fulfilled teachers create challenged and happy students. Consider how you will support the professional development of your teachers and be able to talk to it within the school’s context. What will it look like?

    The suggestions above provide some key areas that may be discussed in interviews and will have very practical applications. Take the time to learn about your school and then to consider how you will enter as an Assistant Principal. Your first 90 days will have a profound impact on your level of success and your perceived ability as a leader.

    Journeying:

    Books:

    The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen R. Covey

    Multipliers: How The Best Leaders Make Everyone Smarter by Liz Wiseman

    The First 90 Days by Michael D. Watkins

    Master Your Next Move by Michael D. Watkins

    Credibility: How Leaders Gain and Lose It by James M. Kousez and Barry Z. Posner

    Videos: 

    The 7 Habits of Highly Effective People Book Summary

    The First 90 Days Book Summary

    The Speed of Trust Book Summary