You just got promoted. Congratulations. You're now managing people who were your equals last week. Here's what nobody tells you: the hardest part isn't managing your former peers. It's that you haven't stopped being their peer yet. The Problem Isn't Your Old Relationships Most advice about managing former peers focuses on "establishing authority" or "setting boundaries." That's not wrong, but it misses the real issue. The problem is you're still thinking like a peer. You still wait for consensus before making calls. You still answer every question directly instead of asking why they're asking. You still treat decisions like group projects instead of your job. Your team isn't confused about the org chart. They're confused because you are. What It's NOT It's not treating everyone the same. You think fairness means acting like nothing changed. It doesn't. Your friend who struggles with deadlines needs different m...

Your project just got killed in a meeting you weren't invited to. The VP who torpedoed it? You've never had a real conversation with them. This happens more than you think. Most leaders schedule 1-on-1s with their directs and skip-levels. Almost nobody schedules them with peers. That's leaving influence on the table. Why sideways relationships matter more than you realize Your next project will require budget from Finance, support from IT, or alignment with Operations. If the first time you're talking to those leaders is when you need something, you're already behind. The pattern I see constantly: Leaders who struggle to get things done often have great relationships up and down the org chart, but nothing sideways. "Build relationships before you need them. If the first time you're talking to those leaders is when you need something, you're already behind." How to actually do this Start simple. Pick 3-5 peers in other departments. Send a calenda...

 After 15 years leading teams, I've seen this pattern dozens of times: talented people getting micromanaged not because they're struggling, but because they're invisible.  Their manager doesn't know what's happening, so they start digging. Here's how to break the cycle before it starts. Are you frustrated with your manager's over-involvement in your projects? Do they check in on your status too often? Does your manager think they know more about the work than you do? What about those times when they redo your work for no reason? You have to wonder: with how busy our managers must be, how do they find so much time to control everything? The Micromanagers To understand how to fix this, we need to explore why different managers end up micromanaging. Over time, I've observed various kinds of micromanagement, each with distinct ways and reasons for managers to get over-involved. These are not one-size-fits-all situations. At some point, every manager will...

Your manager is micromanaging you. They probably don't want to. You definitely don't want them to. So why does it keep happening? Because there's a gap between what they need to feel confident and what you're giving them. Good news: you can close that gap. Are you frustrated with your manager's over-involvement in your projects? Do they check in on your status too often? Does your manager think they know more about the work than you do? What about those times when they redo your work for no reason? You have to wonder: with how busy our managers must be, how do they find so much time to control everything? The Micromanagers To answer this question, we need to explore why different managers end up micromanaging. Over time, I've observed various kinds of micromanagement, each with distinct ways and reasons for managers to get over-involved. These are not one-size-fits-all situations. At some point, every manager will probably exhibit each of these personas....

You can’t fire them. You can’t promote them. You can’t give big raises. And last semester, they were your peers. Now you’re chair responsible for budgets, outcomes, and student success with a team that technically reports to you but answers to no one. Some even think you “joined the dark side.” Welcome to academic leadership: authority without power. But here’s the truth: this isn’t a hopeless job. It’s just a different kind of leadership. One built not on control, but on influence, clarity, and trust. Here’s what that really looks like. The Chair’s Real Job You’re not here to manage faculty. You’re here to lead colleagues. That means: Remove obstacles so people can do their best work Build consensus around what matters Translate and advocate between faculty and administration Create conditions where faculty want to contribute Show your work so others see how individual choices drive collective outcomes Try this: Spend one week...

  (And Why It’s Killing Your Influence) You became chair because you’re brilliant at your discipline. You’ve published, mentored, and earned respect. Then, overnight, the job changed from doing great work to leading people, many of them, your peers. And now? You’re isolated. You’re buried in admin work no one trained you for. You hesitate to ask for help because you don’t want to look lost. You avoid cross-campus connections because it feels political, and you didn’t sign up for politics. Meanwhile, your department stalls. Your initiatives die in committee. You’re working 60 hours a week and wondering what you’re doing wrong. Here’s the truth no one told you: Your success as chair has less to do with your scholarship and everything to do with your relationships. Here’s the playbook: understand the isolation trap, redefine your team, build cross-campus relationships, make them reciprocal, and start small—but start now. The Isolation Problem Universities know this...

Universities now operate like corporations. Budgets, enrollment, and metrics dominate conversations that used to be about scholarship and teaching. And yet, while chairs are expected to run their departments like business units, most get no leadership training at all. You’re managing budgets, people, and strategy. But nobody ever taught you how. So let’s borrow something that works from the corporate world: Stop managing your dean. Start showing your work. The Problem with “Managing Up” If “managing up” makes you cringe, you’re not alone. It sounds political. Manipulative. Everything you went into academia to avoid. You’re right to resist that language. You don’t manage your dean. Your job is to lead your department well and make sure the right people know what’s happening. Why Deans Feel Distant Your dean isn’t ignoring you; they’re overwhelmed. Ten departments. Ten priorities. Ten contexts. That’s maybe two hours a week to focus on yours. They’re juggling...