July 2006

Q: I'm up for a promotion; if I get it, I'll be supervising former professional colleagues. I've only supervised part-time support staff before. Also, I and my colleagues are contractors; if I get the job, I'll be a government employee. What sort of issues should I beware of? Any tips would be appreciated!

A: Congratulations! You're right, though, there are many potential pitfalls here. Moving from contractor to government employee isn't necessarily the easiest of the issues, but it is perhaps best documented. So one of the first orders of business would be to meet with your supervisor and do a little research on the training available to you to make sure you're clear on the regulations that govern your new position – as a manager and probably also as a government employee in control of some level of financial spending. I seem to recall that there is even a code of ethics for federal employees that would be worth investigating.

Next on the list is moving from managing part-time support staff to managing full-time professional staff. You have a great frame of reference, however: You and your colleagues. You will, in essence, be acting in the role of your former manager. So…what worked? What didn't? Why? The ultimate goal of a manager is to keep everyone on task, to maintain a clear overview of the project or organization, and to clear the way so that the people who are doing the technical work can do what they are paid to do. This can involve redirecting the efforts of your staff. Each of your staff members, most likely, will be trying to do their best for their individual projects – as they define "best." You will be trying to pull all those visions into alignment, and direct them toward the goals set for you by your superiors. Expect communication to take up more of your time than what might seem efficient. You'll want to try to find ways to make yourself approachable and trustworthy to your team. If you work hard for them – and they see it – chances are they will work hard for you. Be honest, keep confidences (when appropriate, of course), and do your best to keep morale upbeat and focused. Within whatever is appropriate for the culture of your office, try to build in time for your team to relax and play together – to socialize and build relationships.

I saved the issue of your former colleagues becoming your staff for last. The fact that you were all contractors may diffuse some of the potential tension. Not everyone wants to be a government employee. It's a personal decision, and hopefully everyone will be professional and supportive. I'd start by meeting with everyone individually. Ask them what improvements they could see for the team and their individual work situations. Make a list of those that are plausible and realistic and add them to your to-do list. Lingering resentment, concern over your capabilities, and jealousy tend to evaporate when people see that the new manager actually is involved in improving their situation.

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