Ready to climb the leadership ladder?

The Business News Staff

Staff

March 20, 2024

You have set your sights on that first people-leader role — it can be a thrilling adventure.

It is also a doozy, as you will discover aspects of management you might not have anticipated. But fret not, champion — there are some tips to help you along the way.

The secret leader within you
You have already been a leader, even before this promotion.

Think about how you make decisions, set goals and navigate challenges.

You are leading yourself, now.

You also influence others every day — their energy can shift based on yours.

This intrinsic leadership potential is the foundation for your future success.

Take some time to look at your values and how they apply to being a leader — then narrow down what is most important to you down to five.

How do these values impact your management style?

Identify the reason you want to move into this new role.

Is it managing?Is it influencing?Is it having a larger impact?Is it for a higher salary?
Having that larger purpose can keep you motivated when things get challenging.

Key elements of people management
As you take the helm, you’ll wear several hats:

Planner: Charting the team’s course, setting clear goals and defining the path to success.Administrator: Securing resources, people, systems and budget to fuel your team’s efforts.Results catalyst: Setting performance standards, expectations and measuring success.Relationship builder: Fostering trust and connection to motivate and inspire your team.
Planning, administration and results catalyst are straightforward and there are plenty of resources available to learn more about these.

And your employer most likely will have systems for these.

Relationship building is more nuanced.

Relationships are often seen as the key to success regardless of your role in the organization.

Mastering the art of building relationships
Remember the old interview question — “would you rather be liked or respected?”

It is a trick question.

Great leaders achieve both.

They build strong relationships where their team feels valued, heard and empowered.

This translates to increased engagement, loyalty and discretionary effort.

Using emotional intelligence well can also be essential.

Here are a few opportunities you can establish and maintain high-quality relationships with those on your team.

Create an environment — Support a space where people feel psychologically safe to share ideas, express concerns and admit mistakes without fear of judgment. This openness fosters learning and innovation. Be curious about their point of view rather than seeing it as a challenge to yours.Get to know your team — Oftentimes when I hear others talk about the best manager they had, one of the first things they share is that their manager knew them as a person. Getting to know your team members beyond their role is key to creating and maintaining that psychological safety as they will know you care about them, not just their work.Communication modification — Transitioning from peer to leader sometimes requires an adaptation of your communication style. Be transparent by explaining the rationale behind decisions and actively listen to your team’s needs. Learn how your team best receives information and apply that to your style to be more effective.Finding a balance — Often new leaders straddle what I call the player and coach roles. You may still have operational tasks to complete along with managing or coaching your team. Balancing this can take some time to master. When are you the player and when are you the coach? It can be helpful to ask yourself: “what’s needed now?” to direct your focus.
Common pitfalls
Learning from others’ mistakes can sometimes help to make sure you don’t make the same.

Some leadership pitfalls to avoid, include:

Micromanaging: Trust your team’s expertise and provide supportive guidance, not constant oversight.Broken promises: Do not overcommit or make unrealistic promises. Build trust through integrity and transparency.Fear of change: Embrace calculated risks and encourage innovative ideas.Limited communication: Communicate consistently and openly, both with your team and your superiors.Ignoring issues: Address conflicts and concerns promptly to maintain a positive team environment.Neglecting low performers: Offer guidance and support, but also hold individuals accountable.Shrugging off responsibility: Own your mistakes and learn from them — transparency builds trust.Blind loyalty: Advocate for your team, but also ensure accountability and professional conduct.Neglecting collaboration: Actively seek your team’s input and build a collaborative environment.
Phone a friend
At this stage of your career, it can be incredibly beneficial to find a mentor to help you navigate the nuances of this new role and responsibilities.

As you grow your career, you may need a different mentor as your challenges will evolve over time.

Having a guide on your side can be your secret weapon to making this change with ease.

Remember, there’s no perfect leadership style.

Discover your strengths, embrace feedback and continuously strive to be the best version of yourself for your team.

This first step may be difficult, but future challenges will feel easier as you grow and evolve as a leader.