When assuming a new management role, your job as their leader is not simply to bring out the best in your people. Your goal (through words and example) is to get them to play over their heads… to do things they normally couldn't do, and achieve goals beyond their normal talents and abilities. Your job is to create a synergy that allows your employees to produce more together than they could have done individually. Three key ingredients to making this happen are awareness, passion and focus.
• Awareness is the essential ingredient in discovering and addressing problems.
• Passion is an essential ingredient to winning, from the basketball court to the corporate office.
• Focus is the ingredient which helps keep your team's eye on the ball and their vision on the championship.
Caution: Your people won't be aware if you are not aware - passionate unless you're passionate - and focused unless you're focused.
The following steps are an excellent process to use when you get promoted to your first or subsequent management position.
1. Delay Making Major Decisions: Don't be pressured to make major changes or big decisions too soon. To the extent possible, take a low-key approach until you are ready. Gather information, see how things are done and get to know your people.
2. Study Past Success: Discover what major accomplishments your group is proud of. A new leader will gain respect quicker when he or she recognizes and appreciates what the group has done in the past. By recognizing past accomplishments you will be better equipped to build a solid foundation for the future.
3. Do “one-on-one” Interviews: This will allow you to establish yourself quickly, gain respect, build trust faster and learn important information about your people and the organization. During the interviews ask these questions and… of utmost importance “Listen to Learn.” Take notes and let them do 80% of the talking. Use these questions:
• What is keeping you from doing your best?
• What can I do to help you accomplish your job?
• What makes you feel appreciated?
• What specific strengths do you bring to this organization?
• What specific personal development plans are you pursuing?
• What did my predecessor do that we should continue?
• What did my predecessor do that we should stop?
• What do you see as my role in this organization?
• What problems do you think needs immediate attention?
• What long-term direction do you think we should take?
4. Identify the Informal Leaders: Informal leaders can make you or break you. Informal leaders are those who are not in formal positions of power or authority, but have the ability to influence actions and attitudes over those in your organization. Try to make them your allies so they can enhance rather than sabotage what you are trying to do. Are they ready for advancement to a formal leadership role? Are they a rising star?
5. Conduct a Meeting: Avoid having a meeting until you have something specific to say and enough background information to speak with authority. At the meeting highlight their past successes, some of the issues or problems affecting the group and what you plan on doing. Talk about some of the changes you are considering and why. Here are some other items to cover in this meeting: This is your opportunity to provide a positive first impression. The following are some points you can share.
• Your background and experience
• Just enough personal information to show you are human
• Your expectations
• Your pet peeves
• Your leadership style
• How they should approach you and communicate problems
• What to do with new ideas and suggestions
6. Set Goals and Start Solving Problems: Now that you have established yourself as reputable and knowledgeable it is time to set goals for the future. There are many ways to set goals, but the main thing is “don't do it in the dark.” Involve your people as much as possible. Let them help you in your role as their new leader, it will be easier and more effective. High Impact Teams win best when they take part in developing the game plan.
There are many additional situations which will arise as you move into a management role; however, the above six points will help you get off to a solid and productive start. They will also help you start the important process of establishing a great rapport with those you will lead.
About the Author:
About Ingbretsen Consulting LLC:
Coach and author Roger Ingbretsen is a certified executive coach and organizational developer providing organizational and career guidance to professionals, managers, supervisors and all individuals looking for "real world" career development and business information. His entrepreneurial approach will help you learn how to plan, lead and succeed in your career. To know more and claim dozens of Rogers free articles go to
www.ingbretsen.com
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213
Date Published :
Dec 3 2008