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Coaching Real Leaders

How Do I Manage My Former Peers Now That I’m Their Boss?

Coaching Real Leaders

Harvard Business Review / Muriel Wilkins

C-suite, Management, Executive, Careers, Hbr, Leaders, Coaching, Sessions, Society & Culture, Business, Harvard, Review, Leadership

4.8759 Ratings

🗓️ 17 November 2025

⏱️ 49 minutes

🧾️ Download transcript

Summary

He’s relatively new to being a people manager after working hard and getting promoted quickly at his organization. He’s struggling with communicating and managing effectively with some on his team, especially former peers. Executive coach Muriel Wilkins guides this leader through how he’s currently trying to motivate people, what is or isn’t working, and how he can scale his leadership even further.

Check out Muriel’s new book, Leadership Unblocked: leadershipunblocked.com

How to Manage Your Former Peers

What to Do First When Managing Former Peers

5 Pieces of Advice for First Time Managers

5 Techniques to Build Rapport With Your Colleagues

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Transcript

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0:00.0

Deal's not just another payroll platform.

0:04.6

It's one your team might actually enjoy.

0:06.8

H.R, IT, and payroll, together, finally.

0:10.6

Built in-house, built for peace of mind.

0:13.1

Visit D-E-E-E-L.com slash HBR.

0:20.3

Music I'm Uriel Wilkins, and this is Coaching Real Leaders, part of the HBR podcast network.

0:34.6

I'm a longtime executive coach who works with highly successful leaders who've hit a

0:39.1

bump in the road. My job is to help them get over that bump by clarifying their goals and figuring

0:45.1

out a way to reach them so that hopefully they can lead with a little more ease. I typically work with

0:51.4

clients over the course of several months, but on this show, we have a one-time

0:55.7

coaching meeting, focusing on a specific leadership challenge they're facing.

1:03.5

Today's guest is someone will call Thomas to protect his confidentiality. He reached out because

1:09.2

he's been struggling with making the shift into a people

1:11.8

manager role. I didn't think that I would be in the position that I am today. I moved up pretty

1:17.7

quickly, which was surprising but also fun and motivating because I had gone through a lot of

1:22.9

rough periods in my life. All I do is work now. I put everything that I had into this job just so I could

1:28.9

prove to myself that I could be successful. It's something once I started noticing that there

1:33.8

was opportunities for advancement and things like that. So they gave me a team and I've just been

1:40.1

running with it and doing it the way I know how.

1:43.8

Thomas experienced a series of promotions in rapid succession and now supervises other supervisors,

1:51.5

some of whom are his former peers. And he's facing some challenges.

1:56.6

Because of all the promotions, it's just been one new responsibility after another.

...

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