Getting promoted is an exciting milestone in any career, especially in the fast-paced world of marketing. It’s a time to celebrate your hard work and to embrace new challenges. But along with the excitement, promotions can also bring unexpected issues—like realizing that the person stepping into your old shoes as marketing manager just isn’t entirely cutting it.
It’s a tricky situation. You’ve moved up the ladder but still feel responsible for the team you once led. It can be frustrating to watch things not go as smoothly as they did under your leadership. But before you let frustration take over, it’s important to handle the situation with care and professionalism. Here’s a guide on how to navigate this delicate scenario and ensure the success of your team and your new role.
Before jumping to conclusions, take a step back and assess the situation objectively. It’s easy to feel that your replacement isn’t doing things as you would, but that doesn’t necessarily mean they’re doing it wrong. Sometimes, a different approach can still lead to success, even if it’s not your style.
Ask yourself some key questions:
Gathering concrete data and feedback is crucial. This isn’t about whether your replacement differs from you—it’s about whether their methods are causing problems. If there are genuine issues, it’s time to consider how to address them, but if it’s just a matter of style, you might need to let go and trust them to lead in their own way.
If you notice your replacement struggling, the instinct might be to step in and take control. But this can undermine their authority and create tension in the team. Instead, try offering mentorship. Share your insights and experiences, but give them the space to lead and learn from their own decisions.
You might approach them with something like, “I’ve been through similar challenges when I was in your position. Let’s grab a coffee and chat about some strategies that might help.”
This approach positions you as a supportive mentor rather than someone who’s constantly looking over their shoulder. It also allows your replacement the opportunity to benefit from your experience without feeling overshadowed or micromanaged.
If the issues are significant and starting to impact the company’s performance, it’s important to have a conversation with upper management. Approach this carefully—rather than focusing on your replacement’s shortcomings, frame the discussion around the business’s needs and how you can help ensure ongoing success.
For example, you could say, “I’ve noticed some areas where the team could use additional support as they transition under new leadership. I think providing more resources or training could help them succeed.”
This way, you’re not just pointing out problems—you’re offering solutions that could help the entire team, including your replacement, thrive. It also shows that you’re thinking about the company’s overall success, not just focusing on individual performance.
One way to support your replacement without overstepping is to foster a culture of continuous improvement within the marketing team. Suggest regular team meetings or workshops where everyone, including the new manager, can share ideas, challenges, and strategies.
By promoting an environment where learning from mistakes is part of the process, you help create an adaptable and resilient team. This approach can also relieve some pressure on your replacement, making them feel supported rather than constantly compared to your past performance.
When the team as a whole is focused on growth and improvement, it becomes easier for everyone to contribute ideas and solutions rather than relying on one person to have all the answers. This collaborative atmosphere can help your replacement find their footing and lead more effectively.
It’s essential to respect the boundaries that come with your new role. As tempting as it may be to step in and “fix” things, remember that your replacement needs the opportunity to establish their own leadership style. They might not do things the way you did, and that’s okay—as long as the results are there.
Support them in finding their own path, and be mindful not to undermine their authority, either intentionally or unintentionally. If they come to you for advice, offer it, but avoid stepping on their toes by taking control of situations that are now their responsibility.
It’s also important to remind yourself that different doesn’t necessarily mean worse. Your replacement may bring fresh ideas and approaches that could benefit the team in ways you hadn’t considered. Giving them the freedom to lead their way can lead to unexpected successes.
Take some time to reflect on your own transition into the new role. Did you leave behind a comprehensive guide or set of processes that could have helped your replacement? Sometimes, the difficulty isn’t with the person but with the handover itself.
If you realize gaps in the transition process, consider how you can address these now. This might involve creating detailed documentation, offering more structured support, or even having a follow-up meeting to go over any lingering questions they might have.
Taking the time to ensure a smooth handover can significantly affect how well your replacement adapts to the role. It’s also a way to show that you’re committed to the team’s ongoing success, even after you’ve moved on to your new position.
Create opportunities for the team to provide constructive and supportive feedback. This can be done through anonymous surveys, one-on-one meetings, or regular check-ins. Ensure that the feedback process is focused on helping the new manager grow and succeed rather than turning into a critique session.
Fostering open communication can help identify areas where the new manager might need additional support while reinforcing the idea that everyone is working towards the same goals. Feedback must be seen as a tool for growth, not as a way to tear down someone’s efforts.
Encouraging this kind of dialogue within the team can help your replacement feel more connected and supported, which can, in turn, improve their performance and leadership.
Transitioning into a new role is challenging for anyone, and it’s important to remember that your replacement might need time to fully adjust. Resist the urge to make quick judgments or expect them to be as effective as you were right away.
Leadership skills often take time to develop, and everyone has a learning curve when stepping into a new role. Give your replacement the time and space to grow into the position. They may surprise you with how they evolve and develop their own successful approach.
It’s also worth noting that early mistakes or struggles don’t necessarily mean long-term failure. Many successful leaders faced challenges when they first started out, but with time and experience, they found their footing. By being patient and supportive, you’re giving your replacement the best chance to succeed.
One of the best things you can do for your replacement is fully embracing your new role. By dedicating your energy and attention to your own responsibilities, you allow them the space they need to lead the team. This doesn’t mean abandoning them—it means trusting them to do their job while you focus on doing yours.
Excelling in your new position sets a positive example and demonstrates confidence in the team you left behind. Your success in your new role can also create opportunities for further mentorship and collaboration, benefiting both you and your replacement.
Remember, you were promoted for a reason—because you’re capable of taking on new challenges and responsibilities. By focusing on your own growth and success, you contribute to the overall health of the company and set a standard for others to follow.
Sometimes, despite your best efforts to mentor, support, and give time, your replacement may continue to struggle in a way that impacts the team’s performance and the company’s bottom line. If it becomes clear that they’re not the right fit for the role, it may be necessary to consider a more drastic solution.
This is never an easy decision, but if you’ve tried everything else—mentorship, training, feedback, patience—and nothing has worked, it might be time to discuss with upper management whether a change is needed. The key is to approach this with the company’s best interests in mind, not as a personal failure or vendetta.
Firing someone is a last resort, but it’s also a reality of leadership. If your replacement can’t fulfill the role effectively, it’s better for the team and the company and, ultimately, for them to find someone who can. Handle this process professionally, ensuring that it’s done fairly and with respect for the individual.
Being promoted to a higher position is a significant achievement but comes with new responsibilities and challenges. It's natural to feel concerned when your replacement isn’t performing as expected. However, by taking a thoughtful and strategic approach, you can help guide them toward success without compromising the team’s performance or your own new role.
Leadership is about more than just managing tasks—it’s about empowering others to grow and succeed. By offering support, fostering a culture of continuous improvement, and maintaining open communication, you can help ensure that both you and your replacement thrive in your respective roles. But if all else fails, don’t hesitate to make the tough call if it’s what’s best for the business.
Remember, your promotion is a testament to your skills and abilities as a leader. Embrace the opportunity to lead by example, and trust that with time, patience, and the right approach, your team will continue to succeed under new leadership. Whether it’s through mentorship or making difficult decisions, stepping up as a leader means doing what’s best for the team and the company as a whole.