Often, the skills and experiences that got you your current job may be different to the ones you’ll need when you move into a new role. The initial fit may be uncomfortable for a while as you figure out how to do your new job. You may feel you’re wearing ‘L’ plates all over again.
I remember once being promoted internally from team member to team leader. I recall my initial elation of being offered the role. This was quickly followed by the reality of finding myself responsible for managing people I was used to considering my colleagues. It took me a while to adjust to the fact that, whether I liked it or not, there was now a distance between us. The power dynamic had shifted. I was now signing requests for annual leave instead of meeting colleagues for a coffee. I was responsible for managing their performance, not entertaining them with tales of my weekend exploits.
I found this hard and it took me some time to adjust. If I’d anticipated sooner what I needed to do differently, I may have become a better manager faster.
Find a mentor
With hindsight, having a mentor would have been a really good move; someone willing to share tips and the wisdom of experience. For example, the importance of discretion and communication and also good quality listening. How to hit the sweet spot between authenticity and professionalism and how to avoid ‘bear traps’ such as favouritism.
When you are promoted, accept that you’ll need to adapt and grow your skills; that the badge of leadership doesn’t mean you will automatically have all the attributes you’ll need to be successful. Identifying your development needs early on will help you adapt to your new role.
Observe others
What do other leaders do really well that you could imitate? Who manages meetings effectively? Who handles difficult conversations and people skilfully and who gives great presentations?
The ‘dressing up box of behaviours’
Be playful. Give yourself permission to try out different approaches. These will feel clunky and unnatural to begin with. After all, you’re moving from ‘conscious incompetence’ towards ‘unconscious competence.’ Some things will take time to absorb into your new skill set and behaviour toolbox. Some approaches you may try and reject, and that’s fine too. Changing roles requires changing yourself in order to be successful. Have fun in the ‘dressing-up box of behaviours.’
Seek support
Life at the top can be lonely. Invest time in developing relationships with peers at the same level in other parts of your organisation. If you can find people outside your company, that can be a great way to gain some perspective. I have a fellow management ‘buddy’ who works in the same field but in a different organisation. We meet two or three times a year to co-coach one another on a major challenge, which is cathartic. We can enjoy some blood-letting and being indiscreet in confidence and gain valuable insight into our respective problems.
Consider requesting support and advice from a mentor-someone who has been in your shoes. If you can, seek the services of a coach, he/she will help by challenging and stretching you out of your comfort zone to explore how you can continue to grow and develop. If you are keen to progress still further, consider identifying a sponsor; someone more senior within your organisation who will champion you and help with introductions to other influential people.
Good leaders are generous to others. As you progress, return the favour by offering to mentor more junior staff who are looking to develop their careers and share the lessons you’ve learned. Help them achieve success more quickly than they may do on their own.
Comfort zones, where your unrealized dreams are buried, are the enemies of achievement. Leadership begins when you step outside your comfort zone.
Roy T. Bennett
