Over the past several years, you have worked harder and longer
than any of your colleagues. Today you reap the fruits of your labor with a
promotion into management. What must you do differently, if anything, to have
continuing success? Will working harder and longer than others guarantee the
same results as in the past? In my consulting practice I have observed three
challenges that are imbedded in these questions.
- Drive and Empathy:
Individuals who
successfully transition to management soon learn the importance of balancing
personal drive with considerable amounts of empathy. According to author Daniel
Goleman, "Leaders with empathy are able to attune to a wide range of
emotional signals, letting them sense the felt, but, unspoken, emotions in a
person or group. Such leaders listen attentively and can grasp the other
person's perspective."
* You can apply Goleman's words by taking time to regularly meet with
each of your direct reports. Learn about their aspirations and disappointments.
Make a commitment to listen more than you speak in these meetings. Always keep
in mind that your success is highly dependent on relationships with your direct
reports.
- Independence and
Intimacy: A common challenge for new managers involves the struggle to feel
in charge versus the need for support and friendship. How do you meet your
business objectives without feeling isolated or overwhelmed by the demands of
employees? The ability to develop solid connections, without sacrificing the
independence necessary to make objective decisions, is critical to new manager
success. Being "one of the gang" is a luxury that you can't afford. Meet with
any direct reports who may have been colleagues in the past and discuss how the
role of manager and friend will be handled. Develop your special support
network outside of work.
- Immediate Gratification and
Long Term Success:
Prior to moving into management, you were rewarded
for solving problems, completing tasks and conducting analysis. Get ready for a
world where you will be expected to focus more on long-term plans and strategy.
The rush you experienced in completing one task after another must now be
replaced with something less concrete. Don't get caught up in fire fighting. It
may feel good but it soon will become your Achilles heel. Develop answers to
the following questions before someone in the hierarchy asks for them.
- What do you hope to accomplish
over the next twelve to eighteen months? How does your plan fit with the
organization's objectives?
- What market shifts could impact your plan?
- What is your competition doing that you should
address?
Once you have answered these questions, involve your direct reports in
producing a final draft. When this process has been completed, meet with your
manager to trouble-shoot the plan.
Taking steps to address these predictable vulnerabilities will help you
meet important goals, experience memorable performance reviews and sleep well
at night.
|
* |
"Primal Leadership: Realizing the Power of Emotional Intelligence"
Goleman, McKee and Boyatzis (Harvard Business School Press) |
Recommended Reading:
"Right From The Start - Taking
Charge in a New Leadership Role" Dan Ciampa and Michael Watkins (Harvard
Business School Press) This book is a wonderful guide for new managers at all
levels. The authors lay out a step-by-step plan from the first days on the job
through a six-month period. It will become a constant companion as new managers
establish themselves in the organization. |