You have an enthusiastic employee who is a consistent performer, a reliable team member and great role model for other staff and you’ve decided it’s time to promote them to a management role.
So, what do you need to do to prepare them for this role?
Nothing I hear you say? They’ll be fine. They know what to do. They’ve been with the business for years. They know the routines and tasks.
Sadly, this is the case for many of our young frontline leaders and without realizing, we can be signing them up for significant frustration and stress. How so?
Whilst these new leaders might know the ins and outs of the various tasks and processes of the business, what they need now is a whole new set of skills. What got them here, won’t get them there.
You see, when they made the leap from employee to leader, the game changed completely. Whereas before, they were evaluated purely on the quality of their own efforts and results, as a leader they must get their results through other people and that’s not always as easy as it sounds. It’s no longer about what they can do, it’s about what they can coach, lead and inspire others to do.
This is where things can get difficult. Whereas they were likely the model employee who completed tasks on time and went far beyond the call of duty, now they’ll experience staff who are less than enthusiastic and less concerned with outstanding results. They’ll need to manage unacceptable behaviour and under-performance.
Being a high achiever, they’ll of course try to keep the balls in the air and end up doing far too much themselves. Pressure is mounting, outcomes are being measured and for the first time, they feel powerless to impact their results. This is the danger zone for our young leaders.
“Why won’t they just do it?” is often the cry.
Their mental picture of management was a happy and positive one, leading a team of equally committed achievers to inevitable success. Don’t get me wrong, leadership can be the most rewarding role in the world but without the vital knowledge and skills needed to engage other people, they’re completely unprepared to manage those very different to themselves.
So much of effective leadership is about mindset and mind-space.
It’s about who you are being more so than just what you are doing. Armed with real clarity around what you want to achieve and who you want to be as a leader, plus some handy skills in creating shared values, managing behaviour and maximizing team engagement, the experience of leadership can be the challenging yet rewarding journey they hoped it would be.
In today’s competitive business landscape, the frontline manager is key to the retention of great staff and they’re the face and voice of your brand. Not ensuring they have the right skills to perform their role well is setting them up for unnecessary stress and taking a real risk with the future of your brand.
The Developing Leaders Program helps new, existing and aspiring managers to become effective and confident leaders with the skills to engage their teams and maximize performance. Find out more at www.kymkrey.com.au or contact Kym Krey on 0403 042 312.