Jump With Caution
Leadership advice is everywhere - some of it can L.A.U.N.C.H. you forward, some of it falls flat.
But even great leadership advice is not one-size-fits-all, it takes nuance; and most new leaders don’t have that built in from jump. So before you take advice and run with it, here are a few things to keep in mind.
ADVICE: Constructive feedback is the gift of information that enables employees to practice, improve, and provide more value every day. While leaders are encouraged (and often required) to give feedback, they sometimes forget the importance of receiving feedback (or maybe they get caught in the trap of thinking they must have all the answers or assume they don’t have time for the ‘soft stuff’). Don’t miss the potential of catalyzing your own development or reaching higher performance, ask for feedback.
CAUTION: It's like a chicken-or-egg scenario with feedback and trust. You must ask for feedback to build trust; but without trust, your team can’t share their authentic feedback with you.
(BONUS) CAUTION: Follow up on the feedback you receive. The worst thing for your credibility and the team’s psychological safety is to ask for input and then do nothing with it.
ADVICE: Typically, the people who are in the thick of it and closest to the work have the best insight into its current state. New managers who inherit a team need to uncover pain points and unlock opportunities. Before jumping to conclusions, get your direct reports' perspectives on the state of the team, their role within it, and the work being done.
CAUTION: Don't have these conversations until you've built some relationship equity first. Have the get-to-know-you conversations before you start to dive in. If leaders don't kick off relationships with some positive personal connection, they won't get open and honest (and thus helpful) answers.
(BONUS) CAUTION: Don’t rapid-fire these questions so that your direct report feels like they are on trial. Pass the questions along in advance and let them know that you’re asking because you’d like their help to understand the current state of the team.
(BONUS) CAUTION: Be sensitive if you’re now leading the team that you were once part of.
ADVICE: Before new leaders chart a new course, they need to learn the lay of the land. New leaders need to build their business acumen and lead in context so that they can decide how to act on the insights and info they’ve learned. But before you can start acting on big decisions, learn how decisions are made in your organization.
CAUTION: Don't delay an important decision or one that could lead to a quick win just because you don't quite know the culture yet. Make a recommendation and then validate it with people who are fully immersed.
ADVICE: In new roles, human tendency is to believe that action adds value. New managers often want to examine and fix speed bumps and struggles to prove themselves. Sometimes value is having the answer and sometimes value is simply asking the question, listening, and learning. Take a step back and push back against your bias for action.
CAUTION: Improvements needed or not, don’t be a negative Nancy and lose the chance to celebrate any successes that you observe! Be sure to commend wins and to celebrate hard work and achievements.
ADVICE: Team building is not about trust falls and bonfires. New leaders need to build a team culture that not only allows for but encourages new ideas, new challenges, and critical thinking and prioritizes time for interpersonal connection to foster a cohesive and thus high-performing team. Activate your team and nurture these relationships.
CAUTION: Having a virtual or hybrid team will require an extra layer of intentionality and prioritization. Bring your team together physically early on if possible (if not, bring them together virtually and often). Set clear norms and expectations around how your team will communicate and collaborate together. Create and stick to a scheduled cadence for your team interactions. Celebrate successes together.
Jump with caution and L.A.U.N.C.H. your leadership with confidence.
