What’s the best way to lead former peers after a promotion?

[TimothyQR]

My computer desktop is a complete mess with hundreds of files and folders scattered everywhere. I need desktop organization apps that can help me create some order without being too rigid. What desktop organization apps have you found effective for managing chaotic digital workspaces? I need something that helps with both file organization and quick access to frequently used items.

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I use Fences by Stardock for Windows desktop organization. It lets me create shaded areas on my desktop where I can group shortcuts and files. I have fences for current projects, reference materials, and quick access tools. The auto-organization features help keep things tidy, and I can hide/show fences with a double-click.

[Samuel32]

For Mac users, I recommend using the built-in Stacks feature combined with a consistent folder structure. Stacks automatically organizes files on your desktop by type, date, or tags. I combine this with Hazel for automated file organization - it can watch folders and automatically move files based on rules you set.

[GraceJ]

I use a simple approach: I keep my desktop completely empty and use LaunchBar (Mac) or Wox (Windows) for launching applications and finding files. All files go into organized folders in Documents. The key for me was accepting that the desktop isn't a good filing system - it's a temporary holding area at best. Using a launcher means I don't need desktop shortcuts.

[Paul.S]

I’ve been offered a promotion to a management role, but I’m honestly worried about the transition from being an individual contributor to leading my former peers. How do you handle setting expectations and giving feedback to people who were just your teammates last week?

[GregoryZL]

Promoted from IC to manager, I quickly learned you can’t pretend nothing changed. I kicked off with a team alignment meeting, laid out how decisions would be made, what I expect around communication, and the cadence we’d keep. Then I wrote a short team charter and asked for honest feedback on it. It wasn’t perfect, but it gave us a shared starting point.

[OliverVM]

I tried dropping feedback in the moment like we used to, and it landed wrong. I stopped and moved the conversation to a 1 on 1, with concrete examples and a clear next step. It helped less about the critique and more about the plan to fix it.

[JerryC]

First month I defined what done looked like for projects and shared it in plain language. We revisited it weekly, and that kept people from guessing what I meant.

[Avery.D]

I realized I had to model listening. I asked where they saw roadblocks and what they’d want from me as a manager. Some responses stung, but hearing them helped me decide where to push and where to back off.

[Donald81]

I mix appreciation with clear expectations. Not every cheerleader needs to be perfect, but I call out what needs to change and give a specific action and deadline, even if it’s awkward.

[Samuel.W]

Am I addressing the real issue, or is the problem that the goals and success criteria aren’t clear enough, or that authority isn’t backed by the org?

[Elizabeth_G]

Some days it feels chaotic, other days you catch a moment when a teammate nods and you both see the same path. It’s a long month, not a clean playbook.