New Workplace Story: Managers Who Used to be Peers

By Bonnie Low-Kramen | March 2026

In the new hybrid/remote, AI-driven volatile workplace of 2026, I am hearing a recurring story.

It is the story of teams of mostly women who work as peers. One of those women is promoted to be the manager of the others, now former peers. In my experience training Executive Assistants all over the world, I know that this is one of the trickiest work situations there is.

This is one of those workplace transitions that looks simple on paper and is anything but. It can be a surefire setup for failure and resignations if C-suite leaders do not handle this situation intentionally and with sensitivity.

When women work side by side as peers, the relationships are often built on trust, shared experiences, friendship, and a sense of “we’re in this together.” When one of those women is promoted to manage the others, the dynamic changes instantly, even if no one says it out loud. Power, perception, and expectations shift, and pretending otherwise only makes things harder. The business relationships are tested.

What makes the situation harder still?

• If there is no formal announcement or communication of the change. One day she is a peer, the next day a manager. What?!
• If the change isn’t really official. It’s a “dotted line” position. The team rightly asks, is she or isn’t she the manager?
• If the new manager is younger than most/all of the others.
• If the new manager has no formal training or experience managing others.

The newly promoted manager is walking a tightrope. She must step into authority without appearing arrogant, assertive without seeming disloyal, and confident without triggering resentment. Former peers may quietly question whether she “deserves” the role, compare access and favoritism, or struggle with taking direction from someone who used to be on equal footing. Without clear communication from leadership, even well-intentioned colleagues can feel a sense of loss or displacement. Some wonder why wasn’t I chosen?

Women are socialized to value harmony and likability. That instinct can tempt a new manager to over-explain decisions, avoid difficult conversations, or continue operating as “one of the group.” Unfortunately, that usually backfires. Blurred boundaries create confusion, not camaraderie.

What’s the move?

In my experience, the most successful transition from working as a peer to a manager requires clarity and consistency. It does not mean that the new manager has all the answers. It means being vulnerable enough to acknowledge that she does not.

That will mark the beginning of a new team dynamic which affirms respect for each team member’s expertise and opens the door for future promotions.

I am Bonnie Low-Kramen, TEDx speaker, author of Be the Ultimate Assistant and trainer of Executive Assistants and Personal Assistants all over the world. As part of my work to build ultimate business partnerships,  I was published in Harvard Business Review and featured in a Forbes online cover story. In the research for my second book about the workplace Staff Matters, People Focused Solutions for the Ultimate New Workplace, I have had over 1,500 conversations with assistants, leaders, HR professionals, recruiters, and business school professors in 14 countries and 38 states. I am excited to work with you towards building your ultimate workplace. Click here to set up a time to speak with me about your training needs which can be delivered virtually or in person.