Cultivating Tomorrow's Leaders
5 Questions Every New Leader Must Address
It is an interesting career move to go from the individual contributor ladder over to the management ladder. Typically, the reason those tapped to step into leadership is because of their expertise as an individual contributor—they are the high-performers, the top-producers. The move over to the first rung of management can be daunting because now, for the first time for many, the skills of the fittest that ensured their survival at the top are no longer as necessary nor are they sufficient to fit the bill of the expectations surrounding their new role in leadership.
INSIGHT FROM TOM ROTH
Wherever I go in the world, I like to open training with front-line managers with a question:
Consider the best supervisors or managers with whom you have ever worked. What were the characteristics about them that made them the best?
The responses are resoundingly similar, such as "she challenged me," "he believed in me," "he was fair," or "she was honest." These themes speak to the best intentions of a skilled teacher, coach, or mentor. Rarely/never do I hear a best manager to be one who "did the work for me" or "solved the problem for me."
So how do we train new leaders to be the best?
So how important is it that we best equip new leaders with a secure footing as they begin their career in management? Consider the tremendous influence on organizational success this population of front-line managers has as they are closest to the workforce. In many aspects, they are the company to their employees. They are a group that is vitally important, highly visible, and carry a real impact on organizational success or failure. For front-line leaders, not only developing core leadership skills, but also cultivating the "why" they are using those core skills can improve employee retention and engagement, foster positive work relationships, and encourage continuous professional growth.
THE NECESSARY MINDSET SHIFT
Let's start with the mindset potential of new managers, which in part reverts back to the survival skills that served them well as an individual contributor; this sounds like, "I am in control, I have all the answers, and I need to get the job done. And now, I am being held accountable for the output or productivity of my work unit."
Can you hear a potential problem with this mindset stepping onto the leadership ladder?
The "manager as doer" is not sustainable because, as a leader, they are often no longer the one who does the producing as they once did as an individual contributor. The fact is, producers have ultimate control over the output and therefore the shift in the leader's mindset needs to be, "Rather than trying to manage the output, my role is to create the conditions that will influence my direct reports to be more responsible and accountable for the output. My challenge is how to empower my direct reports to believe and behave as if they own their goals, are accountable, and are responsible for achieving organizational goals and strategies."
As a result, focusing on influencing conditions, instead of trying to control the output, becomes their priority. New skills are needed to empower and unleash people's energy through providing:
- Clear expectations
- Accurate and relevant information
- Consistent and reliable support
Research suggests that when associates are clear and confident about these conditions, their performance and output increase.
WHAT NEW LEADERS NEED TO ADDRESS WITH DIRECT REPORTS
At a high level, Wilson Learning defines five questions that provide a tactical focus for leaders to address for their associates:
| Five Questions Indicators and Needs1 | |||
|---|---|---|---|
Question |  Need | ||
Where are we going? |  | Organizational Strategy and Goals | |
What's expected of me? | | Individual Goals | |
How am I doing? | | Information and Feedback | |
What's in it for me? | | Recognition and Fulfillment | |
Where do I go for help? | | Support and Safety | |
1. "WHERE ARE WE GOING?"
This question points to the strategy and goals of the organization. Front-line leaders provide the connection from the high level goals and corporate strategy to the work unit level, and what they mean for them.
2. "WHAT'S EXPECTED OF ME?"
This question helps the individual understand the goals and objectives for which they will be held accountable. The answer to this question should clearly link how their personal goals support the organizational direction and success.
3. "HOW AM I DOING?"
This question begs for relevant information and frequent feedback about direct reports' performance. This question addresses the underlying need for reassurance that they are doing a good job, their work is valuable, and what, if any, adjustments are needed.
4. "WHAT'S IN IT FOR ME?"
The answer to this question is about recognition and fulfillment. All associates want to know that their contribution is valued by the organization—and specifically by the manager—since often, the manager is the organization to his or her associates.
5. "WHERE DO I GO FOR HELP?"
The answer to this question addresses the associate's need for support and safety. All associates need to know not only where they can go for help if they need it, but also that there are not negative implications in asking for help.
1. Meeting Leadership Challenges: Leading for Performance, Wilson Learning Worldwide Inc.
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作者介绍
Tom Roth
Tom Roth担任Wilson Learning全球首席运营官。他负责Wilson Learning全球战略发展方向和经营业绩的运营，并带领全球的市场服务团队和研发解决方案团队。同时，他还曾担任Wilson Learning美洲区的总裁。他协助全球管理团队解决员工敬业度、领导力发展、战略调整和业务转型方面的相关问题。
Roth先生在开发和实施人力绩效提升解决方案的研究上有着超过35年的经验。他是《创建高绩效团队》的合著者，并在众多商业出版刊物上发表过文章。美国、各类国际会议和客户活动经常邀请Roth先生进行演讲。他的演讲涵盖多个方面的议题，包括领导力、员工和客户敬业度、变革和战略实施等。
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