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How to Succeed as a New Manager After a Battlefield Promotion
velocitycoaching.com
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Accountability: E.g. “I know I have a tendency to hyper-focus on the details, but it’s not always helpful. I’m relying on you to call me out when I start walking into micro-management territory.” “Feedback: E.g. “I receive feedback best when it’s written in an email and we can schedule a time to discuss it afterward, rather than delivered in the moment during conversations or via text messages.”” Remember: Your goal with these meetings is not just to share information, but also to build trust. Showing too much self-interest undermines trust, so be sure to spend most of the time talking about what they need from you to be successful, not the other way around.
Step #3: Over-index on feedback. “To learn what works best for you and your team (and what doesn’t), ask them to give you way more feedback than feels reasonable from the start.” Not all feedback is created equal, however. To give feedback in a way that builds trust and drives behavior change, remember that feedback should be:
What to do—and not do—when you get are unexpectedly thrust into a management role “Often, emerging leaders receive promotions into management roles during regular compensation and promotion cycles, or when a senior leader announces their exit and long-standing succession plans are put into action.” Other times, change happens quickly and unexpectedly after layoffs, reorgs, or the abrupt departure of a leader who got a great opportunity elsewhere or wants to spend more time with their family. In these instances, instead of getting promoted through traditional advancement processes, one person gets plucked from a team for the empty management role—like a soldier getting a real-time promotion on the battlefield to fill a leadership void.
Often, emerging leaders receive promotions into management roles during regular compensation and promotion cycles, or when a senior leader announces their exit and long-standing succession plans are put into action. “Other times, change happens quickly and unexpectedly after layoffs, reorgs, or the abrupt departure of a leader who got a great opportunity elsewhere or wants to spend more time with their family.” If you recently received one of these battlefield promotions, you might be experiencing a mix of emotions: part excitement, part dread, part grief. The bad news is, 15% of your colleagues have been laid off; the good news is, you just got a promotion.
It can be awkward for new managers when the circumstances have changed so quickly. Yesterday, your team members were your peers; today, you’re their boss. Your first order of business to ensure a successful transition and working relationship is to level with your team and discuss how to move forward together. “Focus the conversations on two parts—start with their needs: “What do you need to be successful in your role?” Then, share yours: “Here’s what I’m going to need from you for us to have a successful relationship.”” Communication: E.g. “I prefer emails for bigger project debriefs and deliverables requiring review. I prefer Slack for quick questions and short updates.”