Ramsay Services | New Leadership role?
1171
post-template-default,single,single-post,postid-1171,single-format-standard,woocommerce-no-js,ajax_fade,page_not_loaded,,qode_grid_1300,footer_responsive_adv,hide_top_bar_on_mobile_header,qode-content-sidebar-responsive,columns-4,qode-child-theme-ver-1.0.0,qode-theme-ver-13.0,qode-theme-bridge,wpb-js-composer js-comp-ver-5.4.4,vc_responsive
 

New Leadership role?

New Leadership role?

Get a great start knowing what the traps could be and how-to manage your first three months.

 

The critical time for any new Leader is the first three months.

We base this on the fact the your company has taken the time to place you in the role through the recruitment process.

Once in the seat, more time will be absorbed as you learn and upskill, and there is the potential the role may have had a lengthy period without a dedicated incumbent.

There is the challenge for your new team not having consistency without a leader to guide, mentor and drive direction for some time.

Then there is the anticipation of what a new leader will bring to a team and the impact they will have on the current environment.

There are a number of areas new Leaders can trip up in the first three months, are you aware of them all? We have listed seven you will like to consider.

1.  Starting with all the answers

New leaders create their own challenge through pride or self-doubt or because they believe they must appear decisive and establish a commanding tone. The challenge will come from employees who distinguish leaders to be dealing superficially with concerns are inclined to become cynical, making it difficult to rally support for engagement and change. When employees believe their leaders’ minds to be made up, they may become reticent to share information, thereby effectively impeding the latter’s learning about broader, more complex dimensions of the situation.

2.  Not identifying the culture and adapting to it

Moving into a new organisation or even department bringing the previous culture may have significant impact on the new group. When new leaders act in ways that are inconsistent with the culture, they risk triggering an organisational defensive mode where preservation becomes a clear focus. The result is that the new leader become increasingly disconnected and isolated from the flow of critical information about what is really going on in the organisation. This further increases their vulnerability potentially making poor judgements and a pathway to failure.

3.  Head into new learnings and not new organisation

New leaders can become isolated because they spend too much time reading and thinking and not enough time meeting and talking. Sometimes this happens because the new leader wants to “know” the organisation, by reading everything available, before venturing out into it. But the resulting isolation inhibits the development of important relationships and cultivation of sources of information about what is really going on. If this goes on for too long, the new leader may rapidly be labelled as remote and unapproachable. Impressions, ideas, and strong feelings about how to deal with issues are often more important than financial analyses in making crucial early decisions. New leaders must get out and into their organisations quickly.

4.  Trying to get everything done

Some new leaders try to do too many things at once, believing that being ‘busy’ will ensure all areas are covered and this will create positive impact. Such leaders are effectively trying to send a message that winners are active and quick and able to handle diverse challenges simultaneously. What this approach usually accomplishes, however, is to confuse and overwhelm people rather than spur them to action. New leaders have to understand and then trial and try different approaches to discover what works and what doesn’t without excessive change all at once overarching effective outcomes.

5. Accepting a low level of performance to qualify acceptance

New leaders, especially those with a community style, often believe that the subordinates they inherit deserve as much opportunity as possible to prove themselves. Some perceive this to be an issue of fairness; in others, it springs from arrogance (“I can make these people change better than my predecessor did”) or hubris (“All it takes is hard work, listening, giving them support, and just plain leadership”). Whatever the source of the impulse, retaining team members with a record of mediocre performance is seldom advisable. This is not to say that new leaders should be unfair, expect miracles, or fire people summarily. What they should do is impose a time limit—3-6 months is a good rule of thumb, depending on the severity of the problem—for deciding who should be on the playing field.

6. Spending time with the wrong staff

The arrival of a new leader in an organization inevitably precipitates jockeying by those who have exerted influence in the old regime. Among the many people vying for a new leader’s attention will be those who cannot help because they are not capable, are well-meaning but out of touch, actually wish to mislead, or are simply seeking power for its own sake. New leaders must exercise care in deciding to whom to listen and to what degree. If selected internal advisors do not represent a broad enough constituency, have skewed or limited information, or use their proximity to the leader to advance partisan agendas, others might inadvertently be alienated, and valuable input lost.

7. Setting unrealistic expectations

Finally, new leaders get into difficulty when they assume that the instruction, they discussed as they entered the organisation is the complete story, that it will remain unchanged or that it represents a comprehensive assessment. New leaders should never presume that an initial direction will or should remain unchanged. Rather, they must dedicate considerable energy during the probation to exchanging with their managers to clarify their directive and set expectations. Often, this means understanding the nature of key stake holders’ expectations and then carefully lowering those that are precariously high, while taking advantage of those that can be useful.

New Year and a great new opportunity

Traditionally the start of a new calendar year can be a prominent time for newly recruited or promoted people leaders to venture into great new opportunities aligning to career progression plans.
The challenge for them being the ability to upskill and gain timely understanding of the impact and develop behaviours leaders provide within business.

This is where the team at Ramsay Services provide focussed a New Leaders development program.
Through small intimate working groups we leverage the opportunity to uniformly learn, engage and challenge within a safe controlled and confidential environment.
With personal development an investment in your own future it is a worthwhile proposition in any book.

If you feel that you are unable to engage internally within your business for Leadership development in a timely manner then, Ramsay Services Business Solutions are providing a  special New Year programs designed to create a fantastic capability and learning enhancement during a relaxing stress-free period. The 2 day in-house New Leaders Development Program aims to preparing you to take on the new challenge with knowledge, capability and vigour. Learn from seasoned management professionals and coaches the insights, knowledge and skills needed to perform better, enabling individuals to make a positive move forward from their current role into a position that bests suit their skills, values and aspirations.

Course detail and booking link available here

No Comments

Post A Comment