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 winning.
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.
Caution: Do all of the following steps, but do them quickly. Action beats brilliance!
1. Delay Making Major Decisions: Don't 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 Their Past Successes: Discover what major accomplishments they are proud of. New leaders will gain respect quicker when they recognize and appreciate what the group has done previously. Recognizing past accomplishments will better equipped you to build a solid plan for the future.
3. Do “one-on-one” Interviews: This allows you to establish yourself quickly, build trust and learn important information about your people and the organization. Ask questions and… “Listen to Learn.” Take notes and let them do 80% of the talking. Use the following questions to gain solid insight:
• 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 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 others. Making them your allies can enhance what you are trying to accomplish. Also, 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. Highlight some of their past successes, the issues or problems affecting the group and what you plan on doing. Talk about some of the changes you are considering and why. 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 leadership style
• Your communication style
• How they can submit innovative ideas to help in the changes you are considering.
6. Set Goals and Start Solving Problems: Now is time to set goals for the future. Involve your people as much as possible in this process. 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 and have a positive impact on the organization.
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Date Published :
Feb 20 2009