Becoming a leader for the first time

This post came out from The Business Times (9 April 2016)
Title - Becoming a leader for the first time

Some pointers that I've got are:
1. Remove star employee mindset
2. Address the elephant in the room
3. Learn to lead

On Remove star employee mindset

• One potential pitfall for new managers is in keeping the 'superstar mindset'. You were promoted as you were great at what you did. But the new role requires you to be great at something different.
• New managers often struggle to transition from the mindset of a high performing employee to a team manager, sometimes even attempting to do the work they were great at. However, the focus of new managers need to change. It is no longer about you and your abilities that got the promotion in the first place, but about being accountable and responsible for the people you lead and serve. 
• Managers have a different role to play, and this often includes coaching, developing others and performance management A good leader is one who know how to effectively strike a balance. Instead of trying to do your team's work, give them ownership of their work while giving support and mentorship to get optimal performance. 

On Address the elephant in the room

• Establishing authority and managing previous team mates (who may have been rivals or friends before) can be one of the most daunting challenges for anyone. Many struggle with the desire to still be 'part of the group' and yet wanting to be respected at the same time. 
• However, dynamics completely change after this type of promotion and it is critical to recaliberate relationships. Distance yourself from past peers and learn how to filter information differently to ensure the manager-staff relationship is created over time. 
• New managers can arrange meetings with former peers to help acknowledge the awkwardness and pre-empt questions about how things will change. Next, it is critical to host a team meeting to set clear expectations for all direct reports and introduce how you plan to operate. Being transparent and communicating boundaries early on will benefit everyone in the long run. 
• Ultimately, former team mates need to know who's boss and that no preferential treatment will be given in terms of rewards, time and resources. "If their friends deserve it, and it's documented, great. If they don't, and they still get rewarded, that's when gossip, perceptions of unfairness and all sorts of trouble will start". 

On Learn to lead

• Before taking on a new team, get clarity on what you Key Performance Indicators (KPIs) and requirements are from your boss - following which, managers have to do their homework on the team. 
• This includes reviewing information such as past performance data and researching how others view the team and its members. Talking to leaders who have worked with them can be useful to uncover the members' operating style, strengths and knowledge gaps. This can also help uncover who the influencers and informal influencers are, and what clique exist.
• Most importantly, new managers need to get to know the team on a more personal level. This can be done through one-on-one meetings where managers can find out from members where they envision the team is going, their priorities, areas of support they desire from them, and pain points impacting the team's ability to perform. You need to balance the friendly and inclusive approach with signs of leadership and strength so they have confidence you were the right choice to lead them.
• Based on your new knowledge and feedback from the team, formulate an initial plan, vision and priorities. Ensure that it involves team members so that they feel like co-authors of the plan. 
• Addressing the team's pain points early will also help in gaining the team's trust and confidence. Be careful not to step in and start changing too many things at once, until you have engaged the team and ensure over time the leadership role you have taken on is accepted. 
• A clear roadmap, effective communication and keeping channels open for transparent dialogue about feedback and work issues will eventually earn the support of the team. 
• Lastly, new managers must also learn to look beyond their team. Learning to manage up and establishing a broader network at a senior level are equally important. Allocating time to build relationships with your bosses, your peers, and others in the functions your team works with can help you learn and grow more effectively as a leader. 

Yours,
Something Small Thinking Big