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.
You nailed the interview, you got the job and now it’s time to prove your value – full speed ahead! Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levels, encourage leaders to take a different approach to successfully navigate one of the most treacherous transitions you will face – starting a new job.
The pressure to deliver results – fast – can backfire and end up looking like the proverbial bull in the china shop. Making a lot of noise, causing a lot of action but not demonstrating your ability to lead and succeed.
To avoid a crash, Daly and Watson describe five crucial subjects or themes that new leaders need to understand before they charge forward. This will require structured on-going dialogue with your boss that they call “the five conversations:”
- The Situation Conversation – discover how your boss perceives the current standing or status of the overall organization and your unit. Your goal is to ensure a shared understanding of the challenges and opportunities you face.
- The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
- The Style Conversation – discuss and determine how the relationship with your new boss will work. How do you each prefer to communicate, what boundaries exist, how are decisions made, and how frequent do you need to interact to ensure trust and success.
- The Resources Conversation – determine what resources are available, what you believe you need, confirm how resources are allocated and begin negotiating to ensure access to critical resources.
- The Personal Development Conversation – mutually identify opportunities and expectations for continual development to ensure success in your current and future roles in the organization.
In reality these will not be distinct one-time conversations but they are a framework to help new leaders strategically approach the transition to a new role. This is a time that it is “all about you!”
Posted in change and transition, communication, goals, Leadership, leadership development, organizational culture, resources, self awareness, stakeholders
Tagged communication, culture, feedback, Leadership, performance, professional development, purpose, questions, self-awareness, success, transparency, urgent
The holidays are looming, errands must be run, deadlines are pressing, family is calling, the academic session is ending, end-of-year reports are due, and decisions must be made! In fact, author Noreerna Hertz, in her book Eyes Wide Open: How to make smart decisions in a confusing world, estimates that most of us make over 10,000 decisions a day! No wonder we make bad decisions sometimes.
I’m sure you are in the middle of chaos so I am posting a short but very practical post today sharing Hertz’s top 10 steps for making better decisions – even when under deluge.
- Acknowledge, accept and “come to grips” with reality – we are exposed to more information than our brains can process and we need to accept that and create strategies to deal with it. It isn’t going to change.
- See the forest and the trees – don’t stop looking for the complete picture. Our brains automatically screen out details.
- Don’t automatically accept the stated narrative – work to understand the hidden meanings or intentions in information shared by others. Don’t automatically reject it but dig a little deeper.
- Don’t be afraid to challenge “the experts” and the status quo – ask questions and seek out alternative points of view to ensure you accept what you are hearing.
- Listen and learn from those “who know” – include the ideas and information from those with hands-on experience.
- Use technology to connect with a wider circle of people – take advantage of crowd-sourcing, affinity groups, networks, and instant communication channels to develop a wider circle of peers and colleagues to provide insight, advice and counsel.
- But, confirm the identity, background, knowledge and expertise of your network – you are responsible for the information you gather.
- Embrace “math” – good decision-making requires basic understanding of probabilities, expectations and risk. You don’t have to be a stats nerd but you need to learn the basics.
- Monitor your emotional state – emotions affect decisions just like information does. Develop an awareness for how your emotional state influences your decision-making effectiveness and take action to make decisions at the appropriate time.
- Embrace dissent and encourage diversity – multiple perspectives can open up new ideas, expose additional details, add different information, and facilitate true dialogue.
I rode my first teeter-totter last week on my mountain bike. To me it felt like a well thought out and reasonable action to take. I have been practicing my “skinny” skills and my bike handling has improved over the past year. I have watched my brother ride teeter-totters and he has shared with me information on technique so I felt well prepared. Was I afraid? Yes! Was it scary? Yes! Was it a risk? Yes! (Did I make it? Yes!)
We all assess and take different types of risk. Leaders are asked to take “appropriate” risks and then make decisions. Your success depends on your ability to accurately understand, assess, judge and take risks.
Dylan Evans, a researcher on risk and author of Risk Intelligence, believes that we can develop our skills in this area and actually build our “risk quotient.” The starting point for increasing our risk intelligence is the ability to accurately understand and accept what we do know and what we don’t know. Research has shown that most of us are bad at estimating probabilities based on what is actually know or not known. We end up either overconfident or excessively uncertain, both of which lead to poor risk assessment and decisions.
Leaders can use the following checklist that Evans developed to better understand and improve their risk intelligence.
- Do you consciously review what you know before making a decision?
- How does what you know actually relate to the decision?
- How likely is each piece of information to be true and how does that likelihood influence your decision?
- What else do you know that might actually relate to the decision?
Purposely and consciously asking these questions and using the results will increase your ability to assess risks and then make better decisions about an uncertain future.
Good luck on your next teeter-tooter of leadership!
Posted in change and transition, decision making, Developing Capacity, Leadership, leadership development, self awareness
Tagged asking questions, assessments, blind spots, Change, Leadership, leadership development, questions, risk taking, self-awareness
Do you recognize this form? My daughter will be a freshman in college next year so the long and complicated FAFSA form is near and dear to my heart. It reminds me of a form that many leaders and HR Offices use – the IDP or Individual Development Plan. Ask yourself, who likes to fill out forms and sign “on the line?” Not me, I imagine not you, and certainly not the people on your team. Yet we continue to be surprised that a once-a-year form-based event does not engage our people or lead to robust conversations and actual professional development.
Authors and employee development experts Beverly Kaye and Julie Winkle Giulioni agree and wrote Redeveloping the Individual Development Plan to address this concern. Instead filling out an Individual Development Plan once a year they recommend leaders initiate Iterative Dialogue around Possibilities (IDP) with their people. Working together, employees and leaders can embed continuous learning and development into their day-to-day work.
This new approach to IDPs relies on the following four key ideas that are easy to try out.
- Start a new conversation. Begin having regular dialogue focused on asking questions and exploring interests. Demonstrate sincere curiosity in your people’s interests and be open to their questions. Clearly demonstrate that you expect and are confident that everyone can learn and develop.
- Move away from complicated forms and plans and try development “Post-Its.” Simplify the process and make it an iterative and flexible approach that can be easily modified, re-sequenced, and updated.
- Promote possibility thinking. Encourage your people to be creative and unbound when they think about development. Ask to to build long and diverse lists of ideas and options for development to discuss and share. Facilitate team members working together to explore development strategies and experiences.
- Distribute development. Move development conversations and actions into the day-to-day work and communication of your team. Include updates and debriefing conversations into staff meetings, one-on-one meetings, prep time, and other regular work activities.
Together, you and your people can energize both the conversation and the action that is needed to continuously develop everyone in your workforce.
In one month high divers from around the world will be competing at the summer Olympics in Rio. If I was one of those divers I would hope that the leaders in Rio have done the work needed to build deep pools, even though these Olympics are facing budget, political, economic, environmental and workplace challenges.
Our organizations also need deep pools of talent to be successful when facing a future of changing demographics, fluid governmental demands, volatile customer expectations and a diminishing workforce. Creating individual development plans (IDPs) and continually developing your own people helps leaders fill their talent pools and keep their people engaged with the organization.
Paula Asinof, a leadership consultant, provides tips on how to use IDPs to fill your talent pool in her article, IDPs: Talent Development’s Superglue, in the January 2016 TD magazine.
- Start with a gap analysis and ask each employee:
- where are your talents now?
- what talents need to be developed or do you want to develop?
- Craft only one to three goals based on the answers (see previous post on SIMple Goals)
- Utilize a wide range of development opportunities:
- on-the-job experience
- development-focused work assignmnets
- interim assignments
- temporary assignmnets
- Focus on outcomes and provide regular check-ins
Overall the IDPs you develop with your people need to be simple, clear and realistic. It isn’t the Olympics but a deep talent pool can help you win during challenging times.
Do you remember the children’s book, Are You My Mother? The story of the young bird asking, over and over, the critical question, are you my mother? I believe that leaders in higher education need to push their organizations, and their people, to ask a similar question over and over. Are you my customer? And we can learn from the young bird to not restrict who we consider a customer, even internal customers!
The traditional structure and hierarchy in higher education often identifies groups as faculty or staff or administrators. And even further, we tend to divide ourselves into colleges, departments, bargaining units and divisions. Then you can add in shared governance. All of these push us to not view fellow employees as customers who have legitimate needs that we can serve. Over time this approach makes it harder for each group of employees to actually do the job we are all here to do, deliver a high quality education to our students in higher education, or in general, to provide a high quality product or service to our external customers.
As Martinez, Smith and Humphrys highlight in their book, Creating a Service Culture in Higher Education Administration, “excellent external customer service is achieved through a team of people who deliver excellent internal customer service.” The starting point is to ask the following three questions about our own colleagues and co-workers, even if they are in a different bargaining unit or on the opposite side of campus!
- Who are they?
- do you rely on their work to do your job?
- do they rely on your work to do their job?
- What do they want?
- what information, resources, data, documents, materials, or support do they need from you to do their job?
- what do you have that can help them serve the students they work with?
- How have they changed?
- are you meeting their current needs?
- how have their customers changed?
- what is different in their work?
Asking these questions, and truly listening to the responses, will build the foundation for collaboration and enhance our institutions ability to provide the high quality education we all want to deliver to our students.
Posted in Accountability, communication, customer service, higher education, Leadership, stakeholders
Tagged asking questions, collaboration, communication, customer service, higher education, leadership development, questions, stakeholders