09 Nov Stepping up to Leadership
The Unproven Leader.
The brilliant technician, the superior salesperson and the altogether operator.
Business looks to retain such talent, to provide opportunities for talented staff in order to maintain culture, knowledge and capability.
There are many reasons to promote from within for a business or organisation where on the flip side new managers reportedly significantly lower performance evaluations for their first two years on the job than do internal workers who are promoted into similar jobs. There is usually significant recruitment cost, not to mention the process and time and may have higher exit rates, and potentially paid a portion more.
The advantage of maintaining the strength of a developed culture is a distinct advantage the longer you can retain your best people, the stronger your culture will be. Having people, you have trusted for a long time can help ease your mind and enable scale of culturally appropriate decisions.
Create smooth transitions.
When you promote someone, who was already in your company, much of the transition to a new role can be a lot smoother due to;
- Familiarity – The new leader already knows how to get things done in your company.
- Rapport – They have many existing relationships within the company and especially their team.
- Mobility – It creates an opening behind them for someone else to move into as well.
As we contrast internal promotion with how that works versus bringing in external candidates:
- Starting Cold – An external hire must build fresh relationships, slowing you down until they build them or worse still permanently if they do not.
- Disengaging – Existing contacts may feel a lack of contact and feel disconnected until the new hire establishes an operating rhythm
- Culture Shock – They can bring a culture to their team that clashes with what the team is used to.
- Blocked – Hiring in means everyone below them in the organisational chart stays where they are.
The excitement of a promotion can often lead to undiscovered challenges for the newly promoted. The perception of leadership shaped through the experience of being managed can leave a newly appointed manager in a difficult position relying on company training resource and mentorship to grasp the responsibilities in a timely fashion so as to not impact the impact to the team, business and personal confidence.
- Shifting your mindset along with your new role where it’s your responsibility to oversee and guide the team, and this will involve developing soft skills. Listen and pay attention to the needs of employees to help them achieve the collective goals of your team.
- Pressure to perform as a new manager, don’t fall to the trap of feeling ineffective but remind yourself that you were picked for this position for a reason and that you deserve to be there. Becoming a leader is a learning process, and you will learn the most from the experience you gain as you go along.
- Shifting from co-worker to boss even though you’re a manager, you’re still a member of the team that you’re leading. Your role on the team is to support your employees and ensure that they have everything they need to succeed. Management is a two-way street, and the success of your team is as dependent on you as yours is on them.
- Effective communication with your employees by being open and available for communication with your employees so that they feel comfortable coming to you when they need to talk something out. This will help you avoid being overbearing and micromanaging.
- Managing your time is key where you should strive to be as available to your team as possible, but it’s also important that you set aside time to dedicate to your individual responsibilities.
- Setting clear goals and expectations to align everyone on your team. Both employees and managers will have measurable results, making it easier to tell if they hit their mark or not as well as ensuring the goals are known and understood.
- Encouraging productivity as it is important for you to create an environment that’s good for everyone. Try to find out what works best and adjust accordingly.
- Hiring for your team whereby you look at possible candidates from an all-encompassing perspective. Culture fit is as important as past experience. Look at your candidates as unique and dynamic individuals and think about what they’ll bring to the team beyond their skill set.
- Dismiss an employee is important in addressing your employees about a termination. Be as open and honest as you can and allow for open communication between your employees and yourself. Encourage them to come to you with any questions or concerns they may have. Letting someone go from your team is a tough decision to make. What’s important after you terminate someone is to make sure that your team can recover from the loss. Prepare as best as you can to compensate for the gap that will be created in your team and their workflow.
- Asking for help where you might feel pressure to have all the answers in your new managerial role, but it’s okay if you don’t. Don’t be afraid to ask for help when you need it. Seek out opportunities that can help you and your team succeed.
Knowing the change required
Understanding how to initially engage and apply best result behaviours is key. Ideally you want to realise your aspirational goals. Given the transitional process is challenging then developing the right strategy to achieve the right next step in your career requires pragmatic advice and objective guidance therefore ensuring best success.
Shape the right mix of skills, structures and values.
Shaping from a purposeful task driven role to the future leadership skillset can be a critical challenge. This involves assessing the capabilities, values and commitment of individual leaders in light of cultural norms and goals, so that those with the potential to succeed as leaders of the future can be brought forward, and those without can be encouraged to pursue more appropriate opportunities.
It means looking at team structures and dynamics with a leadership lens to define and instil more contemporary leadership practices. And it means reviewing and refining traditional approaches to internal talent assessment, development, reward and recognition.
To upskill and gain timely understanding of the impact and develop behaviours leaders provide within business. Be able to encourage your employees to give you feedback on how you’re performing as a manager so that you can constantly improve.
- Does the organisation provide clear, timely and defined upskilling programs?
- Does the newly promoted Manager feel they can confidently ask for further training?
- Can they comfortably talk about the challenges they face?
- Are they challenged or hindered any basic inhouse online courses that don’t specifically identify short comings and generalise?
- Is the business needs not enabling time management opportunity for upskilling?
Ramsay Services Business Solutions team provide focussed New Manger development programs from one to one and group training workshops. With personal development or corporate programs able to be tailored and investment in your own future is a worthwhile investment in any book.
If you feel that you are unable to engage internally then Ramsay Services Business Solutions provide confidential opportunities that are adaptable by planned schedule to fit most timetables.
Learn from seasoned management professionals and coaches the insights, knowledge and skills needed to perform better.
Group or Individual Mentoring
Clarify roles for which your talents, values and aspirations are ideally suited, and increase the chance of being chosen for such a role.
Enable individuals to make a positive move forward from their current role into a position that bests suit their skills, values and aspirations.