Things are awesome at work until that dreadful day your boss (with whom you have an awesome relationship) tells you, “Hey, I’ve hired a new person who will be reporting to me, and you’ll now report to that person.” Just like that, you’ve officially been layered. And we all know getting layered is only good if we’re talking about cake.

Your head likely swirls at first, wondering why this happened. “Does the boss not like me anymore? Why didn’t the boss put me in that role instead of bringing in someone new? Are they bringing in the new person to replace me, and the next step is I’m getting fired? My team is going to lose respect for me, and I’ll lose influence in the organization.”

We have a tendency to go to negative and neurotic places. I know that—I’ve been layered before, as have many of my friends and colleagues. And I know many of you dread it, based on the recent SmartBrief on Leadership Pulse Survey I conducted: 42% of respondents said getting layered was more awkward than a peer becoming your boss or you becoming the boss of your peers.

Getting layered (or layering members of your team) isn’t what’s important. What’s important is how we handle that circumstance. Do it wrong and your new boss will resent you, your old boss (now another layer above you) will be disappointed and frustrated, and your team will lose respect for you. If you’re the boss and you handle layering members of your team wrong, you’ll alienate them, frustrate them, and lead them to look for new job opportunities where they’ll feel appreciated (plus you’re setting up your shiny new hire for failure).

So, how should you handle these situations?

You just got layered

Your boss introduces you to your new boss. You’ve fallen back a rung on the corporate ladder, and you’re upset (somewhat justifiably so). If you don’t handle this transition gracefully, your new boss will likely see you as a threat, especially because you have a good relationship with the big boss. Take a breath and try the following.

Let your new boss know you fully support them

Acknowledge the discomfort and concerns upfront. “Hey, I know you’re my new boss, and I fully support helping you be successful. I know it’s a little weird that I used to report to Bill and now you report to him, but I don’t want you to have any concerns that I’ll go behind your back to Bill or anything like that. The way I see it, if you’re successful, I’m successful.”

Then live up to it. Don’t you dare go behind their back to the big boss just because you have a good relationship there. There’s no faster way to build mistrust with your new boss than doing something like that.

Learn from your new boss

That person was hired for a reason. They probably possess skills you lack (otherwise, you would have gotten the position). Figure out what they bring to the table and learn as much as you possibly can from them. Think about it this way: If they leave the organization (or if Bill leaves and your new boss takes Bill’s role), you’ll be well positioned to advance into that bigger role. If you fail to better yourself and learn from your new boss, you’re just going to get layered again.

Be a resource for your new boss

Let the boss know you’re happy to help them succeed. You know Bill better than your new boss does. Tell them you’re happy to help them understand Bill, how he does things, what he wants, and how he thinks. Let your new boss know you’re a valuable resource for helping them build their own relationship with Bill. In making this offer, you’re demonstrating a great deal of maturity, professionalism, and courtesy. You’re also increasing your own value to your new boss, to Bill, and to the organization.

If you’re the one doing the layering

It’s a tough decision bringing in a new team member and having your existing direct reports now report to someone new. Do it right and you’ll have strengthened your team. Do it wrong and you can cause an exodus of talent. I’m pretty sure you’d prefer the former, so here are a few ways to get headed down that path.

Tell your current direct reports what’s happening and why

Authenticity is key here, the same way being an authentic leader requires you to know who you are and what your standards are (and to learn how to do that, I strongly advise following the method laid out in my book). Do it in face-to-face, one-on-one meetings. Explain your rationale for the reorganization, let them know why you’re bringing in someone new, explain what that person brings to the table, and let the person know they’re still valued by you and the organization.

Don’t be a coward and have the new boss explain things to your people. There’s no faster way to build resentment. You’ve made a decision to bring on someone new. The least you can do is own it and show your people the respect of explaining it to them and understanding their concerns with the change.

Set clear expectations

Tell your team members that you expect them to fully support their new boss and that you won’t tolerate them going around the new boss to get to you. They need to know that’s your expectation, and you need to enforce that new standard of behavior. If they come to you, ask if they’ve spoken to their boss already. If the answer is no, tell them to go talk with their boss about the issue first.

Show your appreciation

Pay attention to how your team members are supporting their new boss (or not supporting them). Acknowledge positive behaviors and tell them you appreciate their support and professionalism in bringing on the new boss. If you see dysfunctional and unsupportive behavior, nip it in the bud and set your people straight on the standard. You owe it to them as well as your new hire to make sure the team falls into line.

The bottom line: Layering is always difficult, but if you focus on setting standards, putting the organization first, and acknowledging good behavior, the new boss and the rest of the team will be humming along quite nicely before you know it.

Published Jan. 29, 2025, in The thoughtLEADERS Brief on LinkedIn.