# Suddenly in charge – now what?

- URL: https://hr-passionista.com/en/suddenly-a-leader-how-to-handle-the-transition/
- Published: 2026-01-29
- Updated: 2026-01-29
- Author: Marion Eppinger (HR-Passionista)
- Categories: communication, management communication

> Stepping into leadership? Essential tips to build confidence, find orientation and lead your team with clarity and impact.

#### Congratulations on your promotion!

So, you’re now a manager: either because you were selected through a prepared talent management process to fill a specific management position internally, in which case you have adjusted to your new role, or because you were promoted unexpectedly due to a colleague’s absence or leaving the company.

Either way, you now have more responsibility and perhaps even your own team. So how should you approach it?

> ##### *The most important thing to remember is to take one step at a time and not to put too much pressure on yourself!*

![5 Bleistifte liegen geordnet auf einem Tisch](https://hr-passionista.com/media/2023/09/david-pennington-T-GjUWPW-oI-unsplash-scaled-1-683x1024.webp)

#### Which of the following points do you already possess?

Below you will find my checklist of the most important leadership qualities to help you guide. Tick the boxes next to the qualities you possess, and consider those that you would like to develop.

[Click here for the checklist](https://hr-passionista.com/media/2026/01/Fuehrungsaufgaben-Checkliste-1.pdf)

#### Checklist: What should I do  if I can’t tick everything off yet?

**Have you noticed that you don’t yet fulfil every point on the list yet? That’s fine, it’s completely normal!**![🙂](https://hr-passionista.com/assets/emoji/1f642.svg)**Leadership** is always **a ongoing development process****,** so let’s **take a look at** the **most important first steps** together**.**

Whether you have a supervisory role or not, as a leader of a team it is important to **demonstrate certain leadership qualities.** **Team members observe and imitate** their boss’s behaviour – this is where the **well-known saying „leading by example“** comes into play**.** It is **easier** said than done**.** Which **leadership style** do you want **to adopt** and **how** will it be **perceived?** These are all **issues** that need **careful consideration** **in advance** so you **can be a good role model** in your **leadership role.**

I have **summarised the top 5 leadership qualities** I have **learned** to help me **perform well in a management position – perhaps they will help you too!**

### **The top 5 leadership qualities for team security and acceptance**

We are often **confronted** with **management tasks without** having **disciplinary responsibility** for a team – is this an **impossible task?** No! – It is important **to cope** with the **lack of authority** and **differing interests** and **to make targeted use of** **power structures.** So why do we find it **so difficult** **to accept** this in practice and **lead** our **team** in such a way **that tasks are completed?**

**Power structures?** In a project team, **everyone works** together **on an equal footing**, so **job titles** are **irrelevant**. There is no point in flaunting **your leadership role;** you should instead use **team dynamics** to improve the outcome of the project.

### 1\. Empathy

**Empathy** is essential for **acceptance as a leader** – it is the **ability and willingness to understand**. What does this require? It requires paying **honest attention** – i.e. **seeing and being seen** as an employee – and showing **genuine interest in your counterpart**. Your employees want your **goodwill and appreciation for themselves** and **their achievements**, then they will go **the extra mile.**

If an employee **confides** in you about **showing empathy** through **body language** such as nodding to convey understanding, is a good way to respond.  Making statements such as *„I’m sorry to hear that“* or *„Thank you for telling me – that must not have been easy for you“* would also **emphasise** this. Consider these **opportunities as a chance** to **get to know your team and their needs better.** Be **authentic and non-judgemental.** Your **counterpart will sense** your **presence and genuine concern.** #BePresent

> ##### *Heinz is upset because he has just found out that he will not be getting the pay rise he wanted. His performance this year has been below expectations. Agitated, he storms into the office of his manager, Franziska.*

##### **DO:** „
I understand that you are surprised. Let’s discuss what led to this decision and work out a solution together for the future. Is there a reason why this situation is upsetting you so much?“

##### **DON’T:**
„We’ve made a decision, it’s too late to talk about it now.“

### 2\. Body language

#### Don’t

Maintaining a smiling face and positive attitude when receiving bad news.
Use restrained and reserved body language when receiving good news.

#### Do

Maintain a friendly demeanour and positive body language. When delivering good news, keep facial expressions restrained and appropriate to the news Do the same when delivering bad news.

**Consistent body language** **and communication** are important for **authenticity**. This means that **the two should match: use positive body language** to emphasise good news and critical attitude for **negative messages**. If you react **inappropriately** to what is said, your **counterpart** will become **suspicious.** This underminse the basis of a **trusting cooperation. Therefore, be mindful of your reactions.** #BeAuthentic


### 3\. Existing team analysis and task observation!

Before questioning and reorganising as a new manager, it is important to take the time to observe and analyse existing structures and tasks. The first step is to recognise what is already in place. A lot of time and energy has been invested in something, so it’s important to recognise that.

**Don’t restructure prematurely!**

**DON’T:** *I speak from **personal******experience** when I unexpectedly became a manager at the age of 27, I saw it as my job to „clean up“ the team. I was too **quick** to redistribute all processes and responsibilities, which created **complete unrest** in the team. The result was that with their roles gone, the **employees** felt they **had no prospects and were no longer valued.** A task that had previously been „enough“ was now given to someone else, creating fears about the future and envy among the team members. **In short: chaos.***

**DO:** ***Analyse and******understand** the **existing team** and its **tasks.** It is important **to keep** a **low profile** for the time being, even if it is difficult. During this approximately six-month **„observation phase“,** familiarise yourself with **the team and their responsibilities in order** to develop a strategy for **breaking down** **and reorganising existing structures if necessary.*** 

### 4\. Delegation – the supreme discipline of letting go and trusting

**„You do it best yourself“** is a phrase that is unfortunately all **too familiar** to many. However, if you **continue** to think this way, you will sooner or later reach a dead end in your role as a manager. **Delegating** tasks correctly is considered **the supreme discipline** as it requires a great of **preparatory work** to ensure that everything **runs smoothly**.

You can use **the following W’s** as a guide**:**

**WHO? does WHAT? HOW exactly? (by) WHEN? and WHY?**

The why is extremely important for **motivation and appreciation**. With the **right purpose** and **clearly stated expectations,** the team dynamic becomes **more relaxed** and it becomes easier **to** **„let go“ of tasks**.

A **prerequisite** for this is an **open culture of error**. Of course, **not everything** will **work perfectly right away.** That is completely normal. as a leader, it is important that you **realise** your role is to support your team as **an advisor and mentor** and **not to take** the **given tasks away** from them**.** Your **team** will **find** its **own way of achieving** your **desired solution**, and that is **what you actually want.** You want **development within the team**, **not mindless „lemmings“.** This can only be achieved with enough **freedom and trust.**

*Karin is to take over budget planning until the next quarter as Maria’s deputy, as Maria greatly values her numerical skills and trusts her with this task.*

##### *DON’T:*
*Maria constantly monitors Karin’s progress and repeatedly distracting her from her work. She questions her work steps during the work process and offers unwanted advice. „I always enter in the current data first before defining future budget figures. Then you have a better overview.“*

##### *DO:*
*Maria hands the task over to Karin informing her that there will be a regular meeting in two weeks to coordinate and that she is available if needed during that time. The first draft, the further procedure and feedback on the task will be discussed at this meeting.*

###
5\. Team dynamics & role distribution

Every **team** always consists of **the following positions:** **Understanding** the roles and utilising them **for mutual success** is an **important part of leadership responsibility.**

**1\. The Alpha:** is the strongest member of the group and the others follow him/her. (they are not the team leader) Due their drive and dominance, it is important to get them on your side. Then the others will follow.

**2\. Beta** is the supporter of Alpha and helps them maintain their position in the team. They are usually the experts who bring knowledge to the group, making it easier to achieve the given goal.

**3\. Gamma**: as a member of Alpha’s group, they allow themselves to be led and do not set the direction, they follow instead. Depending on the size of the group, there are often several Gamma personalities.

**4\. Omega**: „Yes, but …“ – a phrase often heard when an Omega is involved. The Omega’s task is to question the Alpha’s mission and decisions. They point out mistakes or possible blind spots and are therefore essential for the team’s success. The Omega cannot simply be excluded from the team. An important point to note is that even if this position is vacated, it will be unconsciously filled by someone else in the team. There will always be an opponent – and that’s a good thing!

> ##### Your project team for the employee survey has come together to discuss the introduction of the new tool.

**Amara, the *project manager***, has worked with the company for 10 years and knows its processes inside out. When she shares her views with the team, the others usually agree with her and follow her suggestions. (Alpha)

**Barbara & Siegfried, are *IT employees***, who fully support their project manager and already have an implementation proposal for Antonia. (Beta)

**Gun**, ***an HR generalist,*** likes the suggestions made by Antonia, Barbara and Siegfried and is looking forward to their implementation. (Gamma)

**Oliver,** who is responsible for ***marketing and communications*** and is quite dissatisfied with the design and has repeatedly expressed this to the group. He has been working on it for weeks and sees their interpretation as contradicting his own ideas. (Omega)

##### *DON’T:
The entire project team ignores the conflict resulting in Oliver being excluded from the team. Gun finds this approach questionable and now also starts to voice his concerns about the project. He becomes the new omega.*

##### *DO:
Encourage Amara to have a one-on-one conversation with Oliver to better understand his concerns and recognise the value of his feedback. After all, the design nay not actually comply with the company’s design guidelines, even if you like it internally.*

[![](https://hr-passionista.com/media/2023/09/megan-johnston-0U_gjae2TKo-unsplash.webp)](https://hr-passionista.com/media/2023/09/megan-johnston-0U_gjae2TKo-unsplash.webp)

[![](https://hr-passionista.com/media/2023/09/brianna-r-_-54wJzpH6Q-unsplash.webp)](https://hr-passionista.com/media/2023/09/brianna-r-_-54wJzpH6Q-unsplash.webp)

[![Ein Rudel Wölfe im verschneiten Wald](https://hr-passionista.com/media/2023/09/eva-blue-e9hbo4NtKJ0-unsplash.webp)](https://hr-passionista.com/media/2023/09/eva-blue-e9hbo4NtKJ0-unsplash.webp)

### You are not alone

You really **don’t** have to **tackle** this new **role alone.** Many companies offer **buddy or mentoring programmes** when employees are promoted. Make use of this opportunity, **make use of it** or **ask for it if it is not offered proactively!** Exchanging ideas **with others** is a great help. If you **feel overwhelmed,** **a good coach** can provide valuable **support** in your **new role.** Asking for support is **a sign of strength and reflection, not weakness.**

![](https://hr-passionista.com/media/2025/11/DSC01841-Edit.jpg)

### My conclusion

I know **from experience** that it’s really **not easy** when you suddenly find yourself in a **leadership position.** Back then**,** I made **all the mistakes** that **the unofficial „manager’s handbook“** warns you about**.** I had **to learn from my mistakes** **myself** and **face** the **consequences**, and **I want to spare you** that experience**.**

Be **lenient** with yourself when **it comes to** your **own mistakes.** You will **face** **challenges** that you **won’t see coming.** Allow yourself to **grow**, just as you **allow your team** to grow**.** Stay **authentic**, **attentive and true to yourself.** Give your **team the opportunity to do the same.** It is important to **keep** a **cool head**, **take things one step at a time** and **seek help** when needed. No one is **born a master**, believe me!

**Leading** a **team** is an **exciting** but also **challenging task.** **Decision-makers have chosen you as a leader** because they **recognise** your **potential.** **Believe in yourself** and **seize the opportunity** to make a difference. As Augustine said:

> ###  **![🔥](https://hr-passionista.com/assets/emoji/1f525.svg) „What you want to ignite in others must burn within you!“ ![🔥](https://hr-passionista.com/assets/emoji/1f525.svg)**