Moving into a managerial role often seems like a logical step forward, but in practice it represents one of the most demanding professional transitions. For Armin Suljić, Director of Retail Products, at Raiffeisen Bank dd BiH, the move from colleague to manager brought an important lesson that many new leaders learn only through experience: authority does not come with a title, but is built with clarity, consistency and trust. One of the most common mistakes he recognizes in new managers is trying to maintain the same relationships as before the promotion, without setting new boundaries. The intention is often good, to stay close to the team and avoid tensions, but without a clear framework, such an approach quickly creates confusion. What helped him overcome this challenge was open communication: a clear explanation of the new role, an acknowledgement that the dynamics are changing, and the message that respect and trust remain the foundation of every relationship.
About the techniques most useful when he started leading teams, Armin said the following: "The most useful tools were regular 1-on-1 meetings and structured feedback tools like 360° evaluations. Also, I learned to use task management tools (e.g. Jira) to have a transparent view of the workflow. But the most important "tool" was the ability to actively listen - to understand what the team really needs and how they feel."
He also gave one piece of advice to young people: "No dilemma – ask more questions than you give answers. People want to be heard and involved. When a leader asks the right questions, it opens up space for creativity, responsibility and joint decision-making. This builds trust and strengthens team culture."
Armin continues: "With a smaller team, the leader can be directly involved in operational tasks and have a deeper relationship with each member. With larger teams, the ability to delegate, build middle management, and establish a clear vision and system is key. The focus shifts from "what we do" to "how we build a culture and system that enables others to lead." For Armin, the transition requires a change in focus—from individual contribution to coordination and leadership. "That's exactly what project management is all about: planning, organizing, communicating, and managing risks. New managers often experience the weight of responsibility for the first time through project management, where they learn how to balance resources, deadlines, and interpersonal relationships."
The most difficult moments in this transition often come when professional responsibility collides with personal relationships.
"One of the most difficult situations was when I had to give negative feedback to a former colleague with whom I had previously been very close. I felt uncomfortable, but I realized that avoiding the problem was hurting both him and the team. I prepared myself, was honest and constructive, and in the end we both came out of it with more respect for each other."
Finally, Armin spoke about his experience mentoring young leaders: "Yes, I had the opportunity to mentor several young leaders. The biggest challenge for them was the transition from being an "expert" to a "facilitator" - from a know-it-all to a person who enables others to grow. I helped them understand that a leader doesn't have to have all the answers, but rather that they need to know how to ask the right questions and create an environment in which the team can excel."
