“Corporate culture matters. How management chooses to treat its people impacts everything—for better or for worse.”
Client Julie says: I’ve just accepted a job as manager of my department. I want to successfully navigate this new leadership role. What mistakes should I make sure to avoid?
Coach Joel answers: Becoming a manager probably marks a dramatic shift from your previous role. It may feel overwhelming. You’re being asked to apply a new skill set, and everyone is gaging your ability to handle the role. But avoid these 6 classic mistakes, and you’ll be on your way to becoming a great boss.
- Ignoring the Big Picture
New managers might be tempted to dive into the daily grind before fully educating themselves on organizational vision, mission, and strategy. To guide and inspire their team, however, they need a strong grasp of these concepts. Thus, they should meet with leaders of the organization early on to get briefed on strategy and understand their perspective on these issues. Creating an action plan is important when starting a new role.
- Presuming They Know Their Employees
You might have worked alongside your direct reports for years, but you don’t know them as their manager. Taking time for one-on-ones with each of them is vital to understanding their work performance goals, concerns, and job roles. Communicating that you want their ideas about how your department can improve will also convey that you value them.
- Micromanaging Employees
Because your success depends on theirs, you might be tempted to micromanage the nitty gritty details of your direct reports’ days. Here’s an important tip for every new manager: Relinquish total control. Trying to maintain that level of control signifies mistrust, which is especially harmful to a new manager who might be supervising former coworkers. (They’d be sure to see you as too big for your britches!) After you delegate tasks, let employees handle them.
- Assuming Executive Presence Develops Naturally
Executive presence doesn’t just develop on its own—at least, not for most people. New managers should consciously work to cultivate charisma (because yes, that’s something you can develop). They should also practice regulating their emotions, keeping a couple of stress-reducing exercises in their pocket for critical moments. New managers must show they’re calm and in control in order for others to trust and take them seriously.
- Choosing a Leadership Style That Doesn’t Feel Right
You might gravitate toward a leadership style that your previous boss used. However, if it’s not the best fit for your personality, it will probably feel awkward or ineffective. Read up on leadership styles—such as visionary, democratic, and affiliative leadership—to determine which style or combination is right for you. Then, find a mentor who models that style.
- Brushing Off Awkward Feelings
If you sense any tension from direct reports who used to be your coworkers, don’t ignore it. That will only cause it to fester. Bring it up during your one-on-one meetings, talking about how you can reduce the awkwardness together. Even if you don’t sense hostility or hurt feelings, acknowledging the shift fosters openness that will help you navigate any awkwardness that arises.
- Ignoring the Big Picture
If you’re a new manager, you’re sure to make mistakes. After all, you are a rookie, and everyone starts somewhere. For all new managers, tips and advice from a trusted mentor are priceless. Have regular one-on-ones with your mentor to talk through the inevitable questions and hurdles that arise.
Help the newly promoted succeed with an Executive Coaching Program by Joel Garfinkle.
Achieving the highest possible return on human capital must be every manager’s goal.
Sebastian asks: As a new manager, I see that building relationships with my employees is way different than with coworkers. I don’t want to be that stereotypical boss who stays behind a desk except to give criticism. Can you help me figure out how to navigate these new waters?
Joel answers: Sebastian, you’re absolutely right in putting a lot of thought into this issue. Gallop found that one in two American workers has left a job to escape from a boss. Plus, 20% of workers would be happier if their boss left their organization.
Relationships between employees and managers are not only shaped by personalities—they’re also shaped by societal forces you have less control over. The constant demand for talent can shift the power dynamic between employees and bosses, notes Elizabeth Aylott in Employee Relations. Today’s employees expect a lot from a boss, because they know they’re not easy to replace. Here’s how to give them what they’re looking for.
- Be Trustworthy
Trust is important to the employee/manager relationship. Make a habit of following through with all promises on time. When you’ve finished something you told an employee you would do, say so. If you said you would read her proposal, call her into your office and provide effective feedback so she knows you’re supportive of her efforts. Repeatedly being “too busy” to respond to your employees conveys that you don’t make them a priority. Following up with people about the things you’ve pledged to do shows you respect them, fostering good feelings toward you.
- Work Alongside Them
Spend some time working hand-in-hand with employees, so you can really get to know each other’s working styles. You’ll see firsthand how they work best, so you can serve as a better coach. Their respect for you will grow when they see you’re willing to help out with the tasks that many managers may feel they’re above. Plus, you’ll gain a more in-depth view of each team member’s role when you actually see what they do on a daily basis.Use inclusive language, like “Look what we’ve accomplished together” or “What do you think we can achieve today?” This will emphasize that you’re a team.
- Help People to Grow
Show each member of your team that you care about helping them achieve deeper fulfillment from their work. Make time on a quarterly basis to check in about their career satisfaction and any changes they envision in their trajectory. If they’ve decided to make a change, this will help you figure out together how it can mesh with the organization’s needs. These talks will help establish a strong relationship based on mutual consideration. In fact, Gallup reports that employees are almost three times more engaged when managers regularly meet with them one-on-one, either face-to-face or on the phone.As people push their boundaries, offer genuine gratitude for their contributions and efforts.
- Uphold Boundaries
Recognize that the power you hold in your relationships with employees can make it hard for them to say “no” to social invitations. Hanging out with particular employees outside of work can breed resentment in others and signal favoritism. Thus, it’s best to keep employee and manager relationships professional. It’s okay to go to an occasional event at someone’s home, like a holiday party, but socializing with particular people too often can compromise your working relationship. The same goes for social networking—not everyone wants to use Facebook to keep up with professional contacts, so “friending” your employees may not be a welcome move.
- Watch Emerging Trends
Keeping your pulse on emerging and future trends will help you meet employees’ shifting expectations. The younger generations expect a lot of coaching, training, and feedback, for example. Read the latest surveys and reports on what employees want, so you know how to boost their performance and loyalty.
Strong employer and manager relationships require continual effort to grow. Remember that as a manager, you’re not just responsible for getting tasks completed—you need to foster relationships that keep your team strong. When you build these relationships, employees will feel comfortable coming to you with both problems and ideas, improving workplace culture and boosting your team’s capacities.
“It is easier to motivate people to do something difficult than something easy.” ~Sheri L. Dew~
Lydia Asks: I don’t know how to make some of my people feel more invested in their work. I would have thought success alone would be the best motivation, but apparently not. How can I get people to care more about their work?
Joel Answers: Increasing employee engagement is vital to retaining your people and succeeding as a company. Yet many companies’ “employee engagement plan” consists of giving out a survey and then telling managers to make things better, says Gallup. That’s probably why 70% of U.S. workers are not engaged in their work—or are actively disengaged—according to the organization’s data.
Here’s how to build engagement, inspiring your people to achieve more than they thought possible.
- Be Transparent
When employees feel the company is hiding something from them, they feel less invested in their jobs and may start to look elsewhere. If the company is going through a rough time, be transparent. Share your plan and what all employees can do to help. You might be surprised at how much this will build morale, not only helping you weather the storm but emerge from it in better shape than ever.
- Get into the Trenches
If you’re hiding behind your desk all day, you’re missing opportunities to contribute more as a manager. Build your working relationships by wandering through the office, asking people how they’re doing and listening to their ideas. Ask them if they need help, showing you have no qualms about rolling up your sleeves and pitching in with whatever’s needed. It’ll earn you tremendous respect and create a true sense of working as a team, increasing employees’ engagement in their jobs.
- Allow Your Stars to Shine
Give your team a problem to tackle, so they can generate their own creative solutions. If you need to bring an idea to upper management, create the idea as a team. Give credit where it’s due when you present it, of course—execs will be impressed that you’re fostering ingenuity among your people, and your team will feel valued. Your employees will also relish the chance to contribute in meaningful ways to the organization’s success, and your top talent will soar when their creative abilities are unleashed.
- Share Gratitude Often
The power of gratitude in the workplace. Say thank you often, and be specific about what you appreciate in people. If someone just completed a project, point out the qualities and talents she used in seeing it through—and do this in front of her peers. Give frequent feedback about what people are doing well, along with guidance in areas where they’re growing.
- Give People the Chance to Self-Critique
When an employee could have performed better, give him the opportunity to self-critique by explaining what he thinks he should have done differently. Then help him figure out how to get there. Failure itself usually gives people new insights; your job is to help them integrate these insights into their future performance. Addressing failures or shortcomings in this way feels empowering to employees, as you’re trusting them to help figure out a new plan.
- Create Social Opportunities
Give people the chance to share about their lives and aspirations in a less formal way by creating social opportunities. Having a pizza party for lunch after a team accomplishment will encourage everyone to gather in one place and chat. Taking a few employees out for lunch each week will also give you a chance to connect—and by handpicking people who don’t know each other well encourages new relationships. Asking your team to select a volunteer opportunity to take part in together is another idea. By fostering relationships, you’ll increasing their sense of comradery, which will make motivation and engagement skyrocket.
- Get Silly
If you just send a humdrum email about an employee’s accomplishments, coworkers might barely glance at it. Instead, celebrate these moments in unexpected ways. The Society for Human Resource Management describes how in one company, a group of people parade around with kazoos, horns, and cow bells proclaiming the news. Getting a little wacky turns it into a fun moment for everyone, and makes them take notice.
As you can see, these factors aren’t related to compensation. Higher pay and benefits don’t drive engagement—relationships and communication do. By boosting employees’ engagement, you’ll be increasing their loyalty to the organization and raising the bar for what you can achieve together.
“Entrepreneurs as ‘soloists’ will be replaced by orchestras playing a stronger, more credible tune.” ~Steve Case~
Tamara felt her department was too isolated from the rest of the organization. As she stepped into a higher-level managerial position, she talked with her mentor about how to change this situation. Her mentor advised her to develop a cross-functional team of people who worked together in close communication.
A cross-functional workforce is composed of people from a variety of departments and levels of hierarchy. If, like Tamara, you manage people from an array of departments—or if you aspire to step into such a position—start leveraging a cross-functional workforce to increase your team’s effectiveness.
- Understand the big picture.
Building a strong cross-functional network will help you better understand how your organization functions. You’ll learn how to improve workflow processes because you’ll know exactly what should happen during every step. That knowledge will make you a better project manager. Others will come to see you as a go-to person when they have questions about project flow or other departments’ functions. As you share your knowledge, everyone will come to understand the big picture better.
- Improve your interpersonal communication.
Creating a cross-functional workforce means developing strong communication with different departments and areas of the organization. You’ll find that the functioning of the whole company improves as you learn to communicate fluidly across the organization. By checking in regularly with people across the company, you’ll make yourself and your team more approachable. When they have questions or concerns, they’ll bring them to you right away rather than letting them fester. Likewise, other employees will learn to reach out to colleagues from other departments when they need to ask clarifying questions. They’ll become supportive allies to one another rather than working in isolation, or worse, in competition. Model that attitude by being a humble, approachable leader who always seeks to improve through feedback, and others will follow suit.
- Clearly understand responsibilities.
When you understand the big picture and are communicating effectively, you’ll be able to ensure that everyone understands their role and responsibilities. Because you have thorough knowledge of how a particular department functions and what it does, you’ll know what each employee is supposed to be doing. You’ll therefore be able to communicate your expectations clearly, and to more accurately evaluate employees’ performance.
- Building workplace morale.
When the whole workplace feels like a team and you’ve built a strong level of trust between departments, morale will skyrocket. The end goal will be at the forefront of people’s minds every day; you’ll all have more of a “big picture” mentality. Plus, you’ll all celebrate each other’s successes and see how they contribute to the success of the whole group, boosting motivation. As your increased effectiveness leads to more big successes, morale will only continue to rise.
To build a workforce that is truly cross-functional, Tamara’s mentor advised her and her team, to have one-on-one conversations with people who have key roles or managerial positions in different areas of the organization. “Have lunch with them, and ask them to explain what they do. Show respect and admiration for what their department does,” she urged. “You’ll develop strong rapports with these key players, and that will grow your visibility and influence, helping you reach reach greater heights of success.”
If you’ve started working toward building a cross-functional team, but want more pointers, contact Joel for executive coaching. He’ll be able to provide effective strategies to growing these relationships.
What benefits have you experienced from building cross-functional relationships? Share your stories here on how your teams, across the organization, learned to work together more effectively.
“Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.” ~Colin Powell~
Maura wants to expand her influence in her company, but she’s realizing some major barriers have existed there for years. “Maybe I should just find a new job in a company with a different culture,” she said to a trusted colleague over coffee. “I think you should stick it out,” said her colleague. “In any organization, you’re going to run into challenges to expanding your leadership influence. Effective leaders strive to pinpoint and overcome these challenges, her colleague added. Sometimes they eliminate an issue; other times, they learn to work with it. Here are four roadblocks to overcome for effective leadership influence.
- The company needs a shared vision.
The vision is where it all begins. If all employees in your organization don’t share a strong vision, they’re not really clear on what they’re working toward together. That affects their clarity on roles and their individual and department goals and objectives, as well as overall morale. If you’re trying to expand your influence in a workplace that has no clear shared vision, motivating people will prove challenging. Plus, your ability to win the respect and approval of executives will be compromised if you don’t know what they envision the organization becoming. The solution: Talk with executives about the company’s strategy and vision, so you can understand it, speak to it, and communicate it to other members of the organization. Then set goals with your people that reflect this vision.
- Dysfunctional office politics dominate company culture.
Unhealthy relationships and communication barriers make it harder to gain influence. If you’re trying to build a rapport with high-level execs, but many of them don’t get along, it may be hard to make connections with them. If managers play favorites, or favor certain types of projects just because they happen to like them more, you might have trouble making your ideas heard. However, you can still make yourself an indispensable part of the team, working to bring innovative solutions to the table to solve the big problems. You should also cultivate a team of allies who are influential players in the organization, and work to build positive relationships with everyone else. The effectiveness of your leadership, and thus, your influence, will grow when you have a strong rapport with everyone.
- Roles and responsibilities are unclear.
It’s hard to build influence and be an impactful leader if you’re not quite sure what you’re doing. First and foremost, you need to have clarity in your own role in the organization—and your boss needs to be on the same page. Talk with your boss to make sure you both agree on your role and responsibilities. If you have questions about the roles and responsibilities of others, bring this up with your boss as well. If you speak with higher level executives, point out the need for increased clarity about roles and responsibilities. Ask questions about roles during meetings to clarify what each person on the team will do. Reaching out to people in other departments to ask them what they view as their role may also give you clarity. Plus, if it reveals any discrepancy between your boss’s view and their own, you can ask your boss or an exec to help iron out the issue.
- Workflow processes are undefined.
For various departments to successfully work together toward an end goal, you need a clear work schedule. Your timeline needs to show when each step needs to be accomplished, and how the project needs to be moved forward after each step. The whole team needs clarity about who relies on whom, when, and why. All team members will feel more driven when they understand exactly what the team needs them to do, and when. Without this information, the project is likely to flounder. That means you should never assume that people have clarity on the workflow process—you should spell out every step, create notes or a flow chart detailing it, and make sure everyone has a copy for future reference.
Maura found that asking questions about important issues like roles and vision demonstrated her leadership potential by showing she was thinking about the big picture. Strengthening the workflow processes of the team she managed boosted her track record as a leader. Like Maura, don’t be afraid to question the way things are—you might be the first who has had the courage to do it. Your leadership effectiveness and influence will grow as you work to strengthen people’s understanding of how the organization functions and what it’s working toward.
Have you worked to overcome these challenges? What were your results—did you begin seeing your leadership influence grow?