For anyone making a move to a new leadership role, there is a quick realization that you are walking into a never-ending cascade of grey. Your accustomed norms of company culture, how people interact up and down, team dynamics, etc. are all in flux. Your challenge is to adapt to these and show your worth in your first 120 days.
It’s not that people don’t have the right skills to do the job. It’s more often about attitude. In a study by LeadershipIQ it was found that 26% of new hires fail because they can’t accept feedback, 23% because they are unable to understand and manage emotions, 17% because they lack the necessary motivation to excel, 15% because they have the wrong temperament for the job, and only 11% because they lack the necessary technical skills.
It’s clear that your success is more a function of how you fit into a team, how you build consensus around yourself, and how you manoeuvre the new cultural paradigms that exist in every organization. The success that got you here was built on a team around you. Now you have a new set of dynamics to manage.
That’s why an openness to really understand what motivates this new group are key. In effect, you’re looking for a read on what your boss wants of you and a template to clarify to your new staff what you’re looking for from them. Here’s a methodology that might help you clarify some of those insights.
Brightlights created the following Whitepaper specifically to help new managers and leaders understand the dynamics that they’re up against, and to provide a step-by-step process to manage sideways (themselves), manage down (their people) and manage up (to their boss).
Here’s wishing you nothing but success!
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