Succeeding when you’re new
An email arrived from a new Leadership Freak subscriber asking if I had any hints that might help a new supervisor. “New” means they were recently hired to a supervisory role with a large multinational company.
8 Hints for new supervisors
#1. Success is always a combination of technical competence and social relationships. The higher you go the more important people skills become. You may have been hired because of technical skill but social skills are always on the front burner during your first days. Everyone wonders how you’ll fit in.
#2. Personal confidence is about your ability to learn. You don’t need to prove what you know. You did that when they hired you. You need to prove what you can learn.
#3. Your arrival signals stress for others. In general, everyone’s wondering what you’ll change. In specific, everyone’s wondering how their job might change. Low to moderate levels of stress can enhance performance. However, avoid high levels of stress by emphasizing certainties. If you can say things will remain basically the same then say it. However, avoid promising more than you can deliver.
#4. Understand the purpose of processes and procedures before making suggestions.
#5. Say what others need to hear rather than what you need to say. You may feel a need to talk about your own abilities, success, or career track. Don’t do it. Instead, listen for and subtly speak to their issues and fears.
#6. Demonstrate alignment with organizational mission and vision by asking questions that clarify your role. In this case, questions are subtle statements that show your priorities.
#7. When you begin feeling the need to receive honor, give it. Be free with gratitude.
#8. Don’t believe everything you’re told. Some want to manipulate you. Others are staking out new turf. Withhold judgment.
*****
What suggestions can you offer someone recently hired to a management or leadership role.
*****
Leadership Freak,
Dan Rockwell
Hi Dan
remember me!? Great points and it is a difficult time for someone new to it. Of course i am going through a similar thing presently, but with the benefit of having been there before.
Relationships are absolutely key as you note, i think almost nothing else matters – you make a great point that the employer already backs your skills/competence or you wouldn’t have got the role.
Remember that expertise is the inverse of the orgnistation chart – the least skill know only a few things, leaders must connect with a lot and know how to access it and use it – it is never a crime to say “I’ll find out” – as long as you do!
not being hasty in response is another great arrow to have in the quiver – take your time, don’t feel pressured but don’t become lead footed either; as you rise up the chain one of the key thngs is being able to make decisions – making them is almost as impportant as whether they were the right ones or not!
I would add to your excellent point about proving what you can learn, that you must also prove what you can share.
Finally never doubt that you ‘belong’ in the role, move with confidence but not arrogance.
…whoops, finally finally – SMILE, Laugh, enjoy it.
Richard,
I do remember you. 🙂 Hope all is going well with your new position. I’m sure it is.
Hey, great additions to the list. I particularly like “prove what you can share” Its sad to see manages and leaders who still believe keeping others in the dark is the path to power. It’s the old command and control model.
Best wishes,
Dan
Hi Dan,
You are so kind. Your quick respose made me feel valuable. The hints you pointed are really well-defined. I will focus on them with special care. I will read your posts and certainly share my experience as a new joiner.
By the way, Richard, your last point is what my motto should be:
Smile, laugh, enjoy it!
Regards from Turkey,
Volkan,
Thanks for dropping in and leaving your first comment. I appreciate the email you sent and wish you the best in your new role.
Love your attitude. Smile, laugh, enjoy it! Its too easy to let new challenges weigh us down. Sadly, we can forget to be happy.
Success to you. I hope you return to LF and add your perspective to the other comments.
Success to you,
Dan
Dear Dan,
Withholding decision and not believing everything what is told is the classic suggestion for perhaps universal and prevalent issue. Leader should listen to everyone but avoid giving personal opinion. I think three suggestions are important to supervisor or leader. They should possess sensitivity, sensibility and maturity. Sensitivity refers to sensing others position, feelings, needs and requirement about their preference, choice about people, culture and organization. Sensibility refers to behaving properly, politely and treating everyone equal without biasness or being prejudiced. Maturity refers to following instructions, circulating and informing policies and making decision based on sound judgment and policies in such a way that it enhances morale, motivation, loyalty and integrity in the organization.
As a leader, first and foremost thing to do is to create trust in the organization. By meeting promise in time increases integrity and empathy bonds and creates cohesion among people. After that leader should make everyone aware about the goal and others should emotionally aligned to organizational goal.
Ajay,
Thanks for adding both breadth and depth to the conversation.
Reading down through your comment the term trust pops out to me. And then of course you have to think about the “Speed of Trust” by Covey.
I appreciate you taking time to share with the LF community.
Best to you,
Dan
Ajay is a featured contributor of Leadership Freak. Read his bio at:
http://leadershipfreak.wordpress.com/featured-contributors/
Very good post Dan. To your great list about succeeding when you are new, I add:
————————-
Be aware of team’s stress from change yet do not let it deter you from leading needed changes. Unless you know for sure that you were hired primarily to reunite a fractured team, then remember your primary mission is business related — not just to be liked.
Build a culture of respect and gratitude WHILE introducing any needed changes so people can see you as a leader who cares both about the people AND the mission.
Kate
Kate,
I’m always glad to see your comments. Thanks for sharing your perspective.
I’m not sure if the email I received came from a person new to supervision or simply new to the company. If they are new to supervision, I think your comment regarding “not just being liked” carries special significance. The need to be liked keeps new supervisors from making hard choices and saying hard things. Good call.
Best,
Dan
Kate is a featured blogger for Leadership Freak. Read her bio at:
http://leadershipfreak.wordpress.com/featured-bloggers/
My suggestion? Put a rock solid communications plan in place for the first 90 days. A great leader should create a great profile…one that’s engaging, approachable and with open ears. Make sure they listen first and then respond.
Sarah,
Thanks for your great suggestion.
Your comment reminds me of Katy Tynan’s very useful book. “Survive Your Promotion” that I reviewed. It’s a great read for anyone but especially those new to supervision.
http://leadershipfreak.wordpress.com/2010/03/15/survive-your-promotion-book-review/
Best to you,
Dan
Remember there are people who follow you who want you to fail (or at least just go away, so their stress goes down) and there are people who follow who want you to succeed.
Unfortunately, the former sometimes poses as the latter.
Just know that everyone has a reason for ‘helping’ you – thank them but find out which side they’re on, yours or theirs.
Alan,
Good cautionary note. There are some who will skillfully, gladly throw you under the bus if it helps enhance their own position.
Best,
Dan
Dan – one of your best posts ever. The new leader is in a difficult position, often because he/she fails to appreciate a) nuance and complexity related to being the new kid, and b) how his/her arrival has created stress and uncertainty for many others. Increased awareness and sensitivity is necessary, both of self and others.
Best advice I ever received in business was when I was on my way to an expat position in Japan. On the way, I stopped in Utah for some training from Covey’s organization. Two of his VPs, both former missionaries in Japan, suggested the following: for 6 months, do nothing. Just show up. Listen. Build relationships. They knew that it would run counter to every action-oriented American instinct I had, but urged me to do it anyway.
I followed their advice, and the results were extraordinary. The organization’s lower levels embraced me while they remained wary of other ex-pats, and most amazingly, they interpreted my behavior as meaning I was fluent in Japanese (not even close!). For the next 4 years, they assumed I understood everything being said around me, although of course they were too polite to speak to me in anything but English.
In the end, I had leverage to accomplish a pretty aggressive change program because the organization felt I had heard them and in fact was nearly one of them.
Sadly, I’m a slow learner. Subsequently I went into a couple of new situations with guns a-blazing. Didn’t work out nearly as well!
Mark,
Thanks for the good word. You encourage me.
Love your story. Among other things it illustrates the importance of asking for suggestions from those who have experience in the context you are entering. Great stuff.
I think its Maxwell who says that slow is fast with people.
Love your personal story and candor re: “guns a-blazing”
Best to you,
Dan
Mark is a featured blogger for Leadership Freak. Read his bio at:
http://leadershipfreak.wordpress.com/featured-bloggers/
This post brought to mind two things. When our ED changed two years ago (after the original ED left having 16 years tenure), there was an employee group who were part of the process. Their big focus: the guy who went on to be ED wanted to have a “dress code” (our org was always VERY BIG on casual — doesn’t matter what you wear as long as you do your work). He could have said five other monumentally important things related to strategy and organizational change, but the dress code thing stuck and made it through the office like wildfire (and was one of the first things people tuned in to when he got hired). Therefore, one observation is that new leaders will find that things they thought were off handed or relatively inconsequential may be considered the “big things” by the people they end up leading.
And — decisiveness is critical. It is probably difficult to deal with incoming feedback from a group of people, not knowing (yet) who to trust and who not to. But sometimes you make more of an impression by making a decision and sticking with it than being wishy washy.
Great post!
Paula,
Super story that illustrates the often surprising consequences of casual or off handed comments.
You make me think about the importance of understanding organizational culture and values. Obviously casual clothing was part of your culture and something you valued. It’s pretty futile and counter-productive to make decisions w/o understanding culture.
Mark’s comment re: Japan chimes in with you.
Thanks for stopping in,
Dan
Lots of great life advice here too!
Blessings,
Julia
Cheers!
Great thread all!
To the general observations I would add…
a) (relates to #1) Know the overt leaders and the covert leaders. Often the covert leaders get things done.
b) Listen more, talk less. Now that you are a new supervisor means you know less, not more.
c) Stay humble, just because you are supervisor, does not mean you are super. (Keep your sense of humor.)
d) Those you meet on your way up, you may meet on your way down or your way across. There is a cycle to leadership.
e) Prove yourself, to yourself every day, in every interaction, be there for that interaction, not planning the next meeting, the next phone call, the next response.
Your #4 is very important Dan. Keep asking questions. If you are joining an organization that is 5-10 years old, it may take a year or more to learn all of the nuances. If the organization is older, maybe even longer.
f) Learn and remember people’s names!
g) Have fun and if you aren’t having fun, are you in the right position?
When in doubt, repeat Dan’s #7 or b) above.
Doc,
Thanks for your comments, insights, and affirmations.
Your e) “Be there” is a great insight. It is so easy to be distracted by the millions of issues you face. In addition, it takes time to adjust to new pressures, relationships, and deliverables. During the transition time stress is high and it’s easy to walk into a fog.
f) — How practical is that? 😉
Be well,
Dan
Doc is a featured contributor on Leadership Freak. Read his bio at:
http://leadershipfreak.wordpress.com/featured-contributors/
Hi Dan,
This is very excellent advice. If a new supervisor came in acting ‘like that’ – I would do just about anything he/she asked of me. Your #7 is such practical advice: When you begin feeling the need to receive honor, give it. We can really train ourselves to do that. It’s similar to ‘If you are angry at someone, bless him/her’. It always works. Good stuff!
Anna,
Thanks for your encouragement.
Regarding #7: I frequently find that my best strategy is to “act otherwise.” I want to talk about myself — talk about others
want to feel respected — give respect
want to share a piece of my mind I can’t afford to lose — stop talking!
Best to you,
Dan
Excellent post Dan. I might suggest a slightly different angle to a new hire or recently promoted individual into a management or leadership role. BTW, I agree with your thoughts and those on this thread. It is critical to understand the affect one has on his or her followers.
As importantly (in my opinion, more importantly) individuals moving into management or leadership roles should internally reflect on what motivates them. According to David McClelland and David Burnham, we possess three motivations – Affiliation, Achievement and Power. We possess all three; however, normally one dominates over the other two. These three motivations are what we draw upon to rise in the morning and go to work.
For example, individuals who are motivated by Affiliation have a need for others to like them, consequently they are very socially oriented and tend to know everything about everybody.
Individuals who are motivated by Achievement have a need to successfully complete their work assignments. Typically, they have a very high work ethic, work extremely well by themselves, and grow increasingly frustrated with those who tend to socialize too much in their opinion.
Individuals who are motivated by Power are either motivated by Dependent Power (Power comes from someone else in a more powerful position), Independent Power (Power comes from oneself), Imperial Power (Power comes from manipulating others to make things happen), and Interactive Power (Power comes through creating an environment, which motivates others to achieve the organization’s goals).
Now, think about the leaders you have been around, worked for, or read about and what do you think they are motivated by. Obviously, determining what motivates an individual takes more than simply one’s opinion of another. The Thematic Apperception Test is often used to make these determinations.
Knowing what motivates you and what motivates your followers can be invaluable when it comes to leading oneself and his or her colleagues.
Jim,
SHAZZAM!
Yet another angle to an important issue. I couldn’t agree more. Your summary, application, and perspective couldn’t be more helpful.
In my informal surveys during the training sessions I lead the vast majority of supervisors and front line managers are motivated by affiliation and struggle with the desire to be liked.
I appreciate the added dimension and value you offer.
Best,
Dan
Jim is a featured contributor of Leadership Freak. Read his bio at:
http://leadershipfreak.wordpress.com/featured-contributors/
Hi Dan
Fantastic stuff. I particularly like the last point. “Don’t believe everything you hear”. In almost every job I’ve started someone will pull me aside and say”watch out for this person” or “ignore that” or “steer clear of him” etc.
I find it best to ease into the job and make up your own mind about such matters. I think it was in a Clint Eastwood in a Dirty Harry film who said “Opinions are like a**holes … everyone’s got one!” Don’t believe the gossip. Don’t believe the hype. Create your own (positive) hype and be your own person.
chairs
mg
Mark,
I’m delighted and encouraged because of your visit. I appreciate that you took the time to expand and illustrate the idea that new managers/leaders should believe everything they hear.
Love Dirty Harry!
All the best,
Dan
Mark,
Thanks for the chuckle. Haven’t seen a DH movie, but comparing your comment to the below, DH & I would see eye to eye!
http://tracyelpoured.wordpress.com/2009/04/04/keeping-opinions-in-perspective/
Be your own person, indeed.
Success is always a combination of technical competence and social relationships. The higher you go the more important people skills become. You may have been hired because of technical skill but social skills are always on the front burner during your first days. Everyone wonders how you’ll fit in.
Thanks for advice above. it’s valuable to me.
#4 is critical. One needs to understand the “why” behind “that’s the way we’ve always done it”. Maybe it is for compliance sake. Maybe it is the only way to trace down a problem due to bad practices in the past. Maybe it is a useless, wasteful process that you can bring evidence with you on to suggest improvement instead of just more change.