zlib.pub_the-managers-path-a-guide-for-tech-leaders-navigating-growth-and-change

be aware that your manager may actually have an even harder time dealing with the brilliant jerk than you do. She isn’t seeing the immediate impact on team dynamics; she’s just seeing someone who gets things done. Be prepared to have a series of conversations with both the employee and your boss.

Sometimes the negative person is just unhappy and the best thing to do is to help him leave the team on good terms;

Other times, the person has no idea about the impact he’s having on the team,

In a case where overwork is due to a pressing, time-critical release, remember two things. First, you should be playing cheerleader. Support the team however they need supporting, especially by helping out with the work yourself. Order dinner. Tell them you appreciate the hard work. Make it clear that they’ll have explicit break time after the push. Make it as fun as you can in the moment.

You can make the situation worse by undermining your peers in front of your team, so even when you are frustrated with them, try to stay positive and supportive of their efforts in public.

Taking the whole team to lunch, leaving work early on a Friday afternoon to attend a fun event together, encouraging some PG-rated humor in chat rooms, and asking people how their lives are going are all ways to cultivate team unity.

They’re going to be sensitive to the feeling that you’ve been “rewarded,” even if they didn’t want to become managers themselves.

Pick your battles. In the long run, handling this transition with maturity will pay off.

You can use this situation to your advantage with former peers by openly giving them more control over some of that technical work you used to own.