Organizations
often move the “best technician” into supervision or take their most efficient
employee and expect them to “clone themselves” – usually without any training
or support. Employees who were “one of the team” on Friday are expected to be
“leaders of the pack” on Monday – with nothing more than a “personnel change
notice” and a congratulatory memo (that may or may not be circulated to the
team). New managers are often expected to correct all that was wrong in the
past by reclaiming lost efficiencies and improving employee morale (based on unique
initiatives or innovation demonstrated through their past accomplishments). Such
an expectation (implementation of change without preparation for its initiation
OR ramifications) is destined to fail. Any individual being considered for a
move into leadership should be made fully aware of the following realities:
·
As
a Supervisor, you are no longer a close friend with your past peers. You must confront
and address the weaknesses you once accepted in others. You must praise good
work, discipline to correct marginal performance, determine pay increases, and
treat individuals equitably rather than equally. Rather than striving to be
“popular,” the best testament of a successful transition into leadership is
hearing that you are “consistent” or “predictable” in the decisions you make or
the directions you give so that employees are not surprised or frustrated when
you make a statement (or intentionally change course).
·
Accept
the fact that some turnover may occur within your department when you take
over.
A new supervisor or leader creates change – and some employees do not accept
change easily. Identify where you cannot afford turnover by taking steps to
protect your vulnerabilities. When making decisions that might upset some, EVEN
IF they know (or should already have known) there was a problem, be aware that people
do not like to hear negatives or criticisms. Consider the fact that there may
be one or two individuals within your new department that felt qualified to do
your new job and may be resentful no matter what you do or how well you do it.
There are many reasons that turnover can occur – it is your new role to
anticipate it and attempt to prevent it before it becomes a negative.
·
You
must embrace and communicate corporate direction, oversight, goals, and visions. It is your
responsibility to show people not only where the organization is going but also
how they are instrumental in completing the journey successfully. As an
employee, you may have complained about “oppressive Company policies,” but as a
manager, you must support and enforce these same policies as your own (unless
or until they are changed).
·
Give
credit for success while accepting blame for false starts and “learning
experiences.”
A manager must often devalue their innate need for personal recognition by
giving credit to employees for ideas they may have planted. He/she must
encourage others to seek alternatives to a defined objective rather than
telling employees exactly what to do (and how to do it). An effective leader
must often accept the “pain” of failure or disruption so that all may share in
the “gain” that success provides.
·
You
must praise in shouts while criticizing in whispers – recognizing that
as determined as you may be to do great things, you cannot make the journey
alone. You must develop others behind you as you grow – being lifted towards
the top upon their shoulders rather than using them as rungs to step upon as
you climb the corporate ladder of success. Individuals rarely rise until a
competent successor has been identified and developed to take over…unless one
is willing to invest in their own future by working with and through others, an
individual will rarely be promoted or moved into a different reality.
·
As
a leader, you have greater responsibilities and are accountable for better
results. You will take larger risks in order to gain potentially greater
rewards.
You must determine the direction not only for yourself but also for a group
counting on you for guidance. You must administer and enforce the directives of
others while remaining true to yourself. Should you disagree with a policy or
directive, you CAN actively seek to modify it rather than blindly accepting it (in
private) – BUT must publicly support it until changed.
The
transition to leadership is not easy. Recognizing the potential risk (as well
as the inevitable reward) when making the change, however, allows one to move
forward with a sense of purpose. Identify a mentor or confidant with whom you
can speak openly and honestly – seeking their assistance whenever necessary to
resolve issues before they become problems – as you actualize your full
leadership potential. Becoming someone or something that you WANT to be is the
result of many small battles, concessions, and daily transitions, not the instant
reward for all the past work you have done and the hours of sweat equity you
have provided. Give us a call at 616.698.1167 (or drop us a note at [email protected]) to learn how we can help ease
the transition from “doer” to “leader.”.