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When you become a boss to your former peers, many things change, because you have more influence, power, and authority than before. Some changes are obvious (new office, new phone number, secretary, different meetings, to name some) and others are more subtle. For instance, you have to “think bigger” than before and on behalf of more people. If you have never been a boss before, you will probably find yourself wondering about the role of the boss. Is the boss the ultimate facilitator? Does the boss work to improve the working lives of his or her staff so that work gets done effectively and efficiently? Is the boss the ultimate dictator? Does the boss wield power, doling it out in dribs and drabs to chosen staff members? Can a boss always stay at any place along the continuum between these two positions? You probably have some pretty solid opinions about the role of the boss, gained from dealing with previous bosses and noting their strengths and weaknesses. Now you have a chance to test your beliefs, to try to avoid the bad habits and unwholesome personality traits you have suffered from, to try to be a good boss to people who used to be your peers. In this presentation, I'd like to talk about some of the more subtle changes a person experiences when he or she stops being a peer and becomes a boss.

Managing people who used to be your peers: how things change