Often, people get promoted because they’re very good at what they do. Their technical skills get them promoted into a leadership role. Sound familiar? This article offers alternative behaviors for a few common missteps of new leaders.
3 common mistakes that new leaders make
- Offer general praise. A more effective way to express praise is to specify the impact that their actions or words had and on what or whom. A specific conversation might sound like this…
“Les, the work you did on the widget project was right on point. Everyone on the team was clear on the direction, and the client was thrilled. Because of your work, the client extended our project 3 months. Thanks for your leadership.”
- Reprimand people in meetings. While it may seem the ‘easier’ route, tough conversations need to happen one-on-one. Applying the FISA model makes tough conversations easier – Fact-Impact-Solution-Agreement. Using this model helps to keep emotion in check. Here is what a FISA conversation may sound like:
“Jack, I’d like to talk with you about this morning’s team meeting. You were 10 minutes late [FACT] , again, and we had to spend extra time catching you up. When someone is late to meetings, it causes delays and that costs us money. [IMPACT] What can you do to ensure that you arrive at team meetings on time? [SOLUTION]. Can I count on you to be on time to the next team meeting? [AGREEMENT]
- Show favoritism. After making that transition from peer to supervisor, some relationships will also need to shift. As a new manager, remember to be fair across the board, even with your friends. This applies to project assignments, giving praise, and providing constructive feedback. You may need to set new boundaries with your team.
Adapting a few simple techniques like these, makes stepping into a new leadership role a lot less scary.