Whenever you change something, it's impossible to eliminate all of the unintended consequences. But the more you can anticipate the possibilities, and be ready to deal with them, the greater your chances of success.

Sometimes a promotion can suddenly change your relationship with co-workers from "peer" to "boss." It's not an uncommon scenario. However, when this happens it often creates an awkward and uncomfortable set of dynamics, and there's no blueprint for how to manage them.

Over the past few decades I've worked with hundreds of managers, and many complain that they work for micromanagers. But strangely, I don't recall anyone who ever admitted to being one.

Given these basic human dynamics, most of which are unconscious, it's often easier to talk to colleagues about what somebody else is doing wrong. At worst we'll get sympathy. At best, we'll convince someone else to take care of the problem.