Congratulations! You just hired a new leader. Helping them succeed is a crucial, and often overlooked, transition. The new leader is ready to show their stuff, you are excited about the grand ideas you shared during the search process, your colleagues are expecting results, and their new team is full of experienced workers. What could go wrong?
Actually quite a bit. As leadership transition expert Michael Watkins says in his book, Your Next Move “Transitions into significant new roles are the most challenging times in the professional lives of managers.”
The book does a great job describing the different types of transitions the new leader will experience. Regardless of their specific transition you can take the following five actions to give them the best chance of succeeding in their new role.
- Deliver transition support just-in-time – Strategically identify what information and resources are needed immediately and what can wait. No one can digest everything on the first day! Your new leader needs time to assimilate information.
- Leverage the time before they start – Provide access to meetings, people, information, budgets, and yourself before their first official day. Check in and answer questions they have before they are swamped with first-day paperwork and work demands.
- Create action-forcing events to guide the transition – Don’t rely on random circumstances during the first few weeks. Instead use your influence and experience to create a learning environment for your new leader. Set up meetings, invite him or her to your meetings, delegate certain tasks to them, add them to different groups, and actively debrief with them to strengthen their understanding and competence.
- Provide focused resources that support their transition – A new leader needs a different type of support than an experienced leader. Resources, information and contacts must address culture, basic information, unstated rules, “land mines” to avoid, and other topics above and beyond project or work issues.
- Clarify roles – Take the time to clearly identify who is responsible for what. Start with your role, their role, and the roles of other leaders on your team. Then move on to the roles and responsibilities of leaders in other departments and divisions.
You can’t guarantee the success of a new leader but you can give them the best possibility to succeed with your actions.
When you start a new job there are two transitions in play. As a new leader you have to fly your new plane and you have to rebuild the team of people you inherit. You are going through a major transition – and so are they! They have lost a leader and they need to figure out who you are. You also need to figure out how to work with them. And you don’t have time to land the plane while you both adjust.
Writer Carolyn O’Hara share six tips for new leaders in her article, What New Team Leaders Should Do First.
- Get to know each other – In our leadership programs at Minnesota State we highlight the importance of personal relationships and trust for effective leadership. Leaders lead through influence and relationship building, not power and control. You need to know who your people are and they need to know who you are.
- Show what you stand for – Communicate and demonstrate your vision and values. Your people are not only listening to you, they are watching you. What you say and how you act clarifies what your priorities are and how you define success. Be intentional and clear with your words and actions.
- Explain “how” you want the team to work – Don’t assume your norms are their norms. Work together to clarify expectations and processes. Make sure no one is surprised or confused about how to be successful.
- Set or clarify goals – Based on what you learn from your boss, your assessment of the situation and what your team tells you take time to explicitly clarify what the goals are for the team. Goals change but you and your team need a common understanding of your current goals and how you will assess progress.
- Communicate, communicate, communicate – While it is always true, as a new leader it is vital to interact with your people. Don’t rely on an open door, set up interactions. Schedule 1-1’s, don’t cancel staff meetings, manage by walking around, actually “job-shadow” your people, send emails, share progress reports and just say hi! You only get to be a new leader for a short time so take advantage of your opportunity to build strong relationships and open communication channels.
- Solve a problem, remove a barrier, score an “early win” – Most teams have come to accept “the way things are” but as a new leader you can listen to their frustrations and take action to solve a problem and demonstrate that you are listening and able to make a difference.
Enjoy the video!
One of the best decisions a leader can make is to decide to let others make decisions and to create a decision-maker culture. That is what Dennis Bakke recommends in his book, The Decision Maker: Unlock the Potential of Everyone in Your Organization, One Decision at a Time.
As a leader, you are ultimately accountable for how decisions turn out. That can cause many people to hold tightly to their decision-making authority. Instead Bakke reminds us that sharing decision-making responsibility actually can lead to better decisions, more employee engagement, develops employees expertise and supports professional development. To help leaders identify the best person, or group, to make different decisions Bakke describes a formal “decision-maker process.” Use the following four elements to guide your selection:
- Proximity – how close to the situation is the person and can they also see the big picture?
- Perspective – can the person bring a different point of view or utilize multiple points of view?
- Experience – does the person have enough experience in the situation to be able to actually make a decision?
- Wisdom – will you and others trust their decision?
From my experience, when a leader asks me to make a decision it can feel overwhelming and I may feel like I need to prove my worth by making the decision all on my own! If your people react in the same way sharing decision-making can actually backfire. To help address this issue Bakke encourages leaders to coach their people on how to seek out and take advice when making a decision. He also defines good advice as coming from people who have:
- Experience – they know or understand the situation.
- Different positions in the organization – they can provide multiple and diverse perspectives.
- Responsibility – they have an actual connection to the situation and the decision or outcome.
- Ownership – they will back up their advice and the ultimate decision.
It can be scary to relinquish decision-making responsibility but it is a risk worth taking!
In the end, Dorothy, the lion, the scarecrow and the tin man each had what they needed within themselves to get to the end of the yellow brick road. To build organizational capacity, leaders and team members must also travel down an unknown road into the future. This type of action in the face of uncertainty requires personal accountability by leaders and the development and support of personal accountability for team members.
Roger Conners and Tom Smith, in their book The Wisdom of Oz, share ideas on how to assume accountability for our own actions, how not be defined by our circumstances and how to take action to reach our goals.
Their Four Steps to Accountability are:
- See It – acknowledge your own blind spots to reality and seek out additional information to truly “see” the whole picture. This often involves asking others for their point of view – and listening to it.
- Own It – acknowledge your own role in the current situation and take responsibility for finding a solution or taking action to move forward.
- Solve It – do the work required to find a solution, or make a change. This can involve doing research, seeking input, working with others, trying options, or other techniques. But you must take ownership of finding what you need to do.
- Do It – take concrete action to do what you need to do when you need to do it!
We don’t always know what the future will bring but if we accept our personal accountability we can shape our own future and not be controlled by a wizard behind the curtain.
Posted in Accountability, build organizational talent, Developing Capacity, Leadership, leadership development, leading authentically, self awareness
Tagged accountability, asking questions, blind spots, Leadership, self-awareness
Last week we reviewed why different types of networking are important for leaders. And as a leader, you know it’s important for your staff to start building these solid networks of relationships. However, there can be challenges to finding your personal network, especially if you’re just starting.
I recently became Communications Coordinator for CUPA-HR’s Minnesota chapter, and have made some terrific connections in a short period of time. I was asked to take on this responsibility by a co-worker who knew my skills and interests (another important aspect of networking.) I’m enjoying this new opportunity, while learning and growing my skills in my current position – a win-win for all.
The document below was originally created as part of an Employee Onboarding Toolkit, to be shared with new employees; particularly those new to Minnesota. It has a wide variety of valuable networking resources, across broad categories. Take a look through it, share it with your employees or organization, and see what connections can be found.
Career and Professional Resources Guide: professional_assn (downloadable PDF)
It is pretty easy to collaborate with close colleagues, it gets much trickier when we need to collaborate across boundaries. It can even get downright painful!
Today, I am excited to share an example of collaboration across boundaries to ensure future success. The Minnesota State system of colleges and universities announced at today’s Board of Trustee meeting that we will guarantee admission to students who students who complete the Minnesota Transfer Curriculum and earn a minimum 2.0 GPA* in an Associate of Arts (AA) degree from any Minnesota State college to every one of our seven Minnesota State universities with junior year status.
This required collaboration across multiple boundaries, including; community and technical colleges, state universities, administrators, faculty, labor organizations, local admissions offices, system office leaders and just a whole bunch of individuals with strong opinions.
As Dan Sanker highlights in his book, Collaborate! The Art of We, collaboration like this is required for success in the complex and competitive world we face in higher education (and all fields.)
I was not a part of the work to develop the admissions guarantee collaboration but I imagine it contained most of the elements that Sanker describes as essential for successful collaboration:
- Ongoing communication – even when it gets tough
- Willing participation – not up front agreement but a willingness to explore
- Brainstorming – open to alternative ideas
- Teamwork – all must participate
- A common purpose – the crucial starting point that requires clarification and alignment
- Trust – requires both time and demonstrated behavior
- A plan – turn ideas to action
- A diverse group – provides the unique perspectives to develop innovative ideas and action
- Mutual respect – foundation for work
- A written agreement – creates a shared understanding
- Effective leadership – not just a single title but actions to keep the group focused and help when the process goes off-track
Each of us are responsible for creating the conditions that will support collaborative efforts on our teams and across work groups on our campuses. Sanker’s list can help our teams avoid getting stuck on the barbed wire fences that pop up at work.
Posted in Accountability, build organizational talent, building teams, Developing Capacity, higher education, Leadership
Tagged accountability, Capacity, collaboration, communication, diversity, higher education, innovation, Leadership
Ok, I admit it. This post is a day late. I stayed up until 3:00 a.m. on Tuesday night watching the presidential electoral college vote results and the commentators trying to explain how all the predictions were wrong. Then on Wednesday, more analysis and exploration of what happened. I promise, this will not be a political post, but the election of president-elect Trump highlights how hard it is to predict the future! And we have a long history of getting predictions wrong.
So, how do leaders build organizational capacity to meet future challenges when it is so hard to see what will happen in the future?
Gary Hamel encourages leaders in his book What Matters Now (2012) – to go back to the basics and focus on values to prepare for an uncertain future. He lists the following as “pivotal, overarching concerns” for leaders:
- Values – act as a steward and take actions that demonstrate concern for your people and organization.
- Innovation – provide opportunities for all your people to contribute their ideas to meet your customers’ needs.
- Adaptability – “future-proof” your company by relentlessly pushing for internal change to match external changes. Hamel stresses the need to “seek out the most discomforting facts you can find and share them with everyone in your organization.”
- Passion – clearly demonstrate that your people are affecting the outside world with their work. Highlight the importance of each and every person’s day-to-day work.
- Ideology – examine, discuss and challenge the status quo. Make it safe for people to express their opinions and concerns.
We may mess up predicting the future but Hamel implores leaders to speak up for “the good, the just and the beautiful” to better prepare for the uncertainty ahead.
The following link provides a detailed summary of What Matters Now.
Posted in build organizational talent, building teams, change and transition, Developing Capacity, Engagement, integrity, Leadership, leading authentically, stewardship, stewardship
Tagged Change, engagement, innovation, integrity, Leadership, organizational culture, stewardship, values