The leader who is unstoppable. The leader who is on the “fast track.” The leader who surpasses every goal and target with ease…and then is promoted into a larger role, only to struggle mightily with mobilizing a larger team.

What happened? And what can you do to set yourself up for success?

The transition from leading a small team to leading a larger team can be tricky. Often, the exact behaviors that led to success with a small team are the exact behaviors that won’t work with a larger team.

3 pitfalls to avoid, and some tips to help you are:

PITFALL 1: Continuing to reference anecdotes that leave new team members out.
TIP 1: Of course you should reference relevant examples and these likely will come from your past experiences. However, your new role offers you the opportunity to have valuable new experiences with your new team members. Make an effort to create fresh narratives. This will help create a greater sense of community and increase engagement.

PITFALL 2: Spending most of your time with the people who you already know well instead of new team members.
TIP 2: It’s easy to be around people you enjoy working with. And you certainly don’t want to lose the strong bonds you already have. However, it’s probable that the results your new role requires you to deliver won’t happen without the mobilization of a larger group of people – and there’s no better way to get strong forward momentum than through building trust with your new team members. Take the time to build authentic relationships and you will reap the rewards.

PITFALL 3: Assuming new team members should and can emulate your previous team’s behavioral norms.
TIP 3: You may not even be aware of what norms your old team had and it’s likely that these norms have helped you move pretty quickly in the past. Pausing to consciously consider how your team should operate given what it has deliver, where people are located, timelines, resource constraints, etc. is invaluable. Even better, take the time to develop these new operating norms with your team (an external facilitator may help). Moving a little slowly at the start will pay off in long run.

You may also consider working with an executive coach who can be your confidential thought partner as you think about how you can take your leadership to the next level (for tips on how to select an executive coach, click here).

Cheers to your leadership success!

Swati
HR Strategy | Executive Coach | Leadership Development

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Swati Bharteey-Buck is a Principal at LeaderStages, a firm focused on human resources strategy, executive coaching, and leadership development programs.  Swati has over 25 years of experience in connecting company strategy and people strategy, simplifying it so people can understand it, and in executing programs in complex business environments. Swati has held executive level positions at globally recognized companies such as Deloitte and The William Wrigley Jr., Company and has an M.B.A. from the University of Chicago, The Booth School. She can be reached at swati@leaderstages.com.

It’s disheartening how often I hear statements like this from clients. Unfortunately, what happens is something this…Excitement wanes. Messages get diluted. Fire drills trump. Shiny new projects distract.

There’s no doubt about it: execution is tough. It requires follow through, perseverance, and an obsessive focus on goals.

Here are 3 things you can do today to bring your strategy to life (hint, engage your people).

1. Get talking.
Remember that unbelievable high you felt when you and your fellow leaders came up with that strategy at your offsite? Now that you’re back at work, it’s your job to help everybody around you feel that same buzz. So get talking – and I mean everywhere. In meetings, in your 1:1’s…anywhere you have an audience. Ideally, you and your leadership team have agreed to the key 3 or 4 points your strategy is based on – repeat those in simple language. Most importantly, keep your energy UP because over 50% of communication is non-verbal. That means people are watching you even more than they are listening to you.

2. Connect the dots.
Now that you’ve started talking, make sure you’re incorporating words and scenarios that your audience can connect to. Why is this strategy important to them? What will it do for the company? What specifically must they do to bring it to life? Do they need more details – or different details? Add in personal anecdotes, ask those around you what they think, and check for understanding. Tailor your message so those listening can connect what you say to what they do every day. Your listeners must be able to imagine themselves being a part of it.

3. Do Your Part.
Actions speak louder than words. Talking energetically will get your people on board in the short-term. But you’re after sustainable momentum for the long haul, which means people have to see you doing your part. Ensure they have what they need to get the job done. Make decisions that support the new strategy. If you don’t have the right leaders in place, make changes. If anything gets in the way, address it. Show everyone that there is nothing more important than achieving your strategy.

Cheers to your leadership success –
Swati
HR Strategy | Executive Coach | Leadership Development

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For example, I had one manager who was superb at offering a sympathetic ear to challenges I was facing in getting decisions made via a cross-functional steering committee. As therapeutic as his sympathy was in the moment, it did absolutely nothing to help me move forward, get my work done, or meet my urgent deadlines. One or two choiceful interventions by my manager would have made all the difference. As you may have guessed, I left that organization (actually, as data shows us time and again, what I really left was that people manager).

Here are 3 ways you can ensure you set your team members up for success – and retain key talent.

1) Provide Role Clarity: Ensure people know what to do, how to do it, by when, and why it is important. Role clarity also reduces anxiety, which can be a major distractor to getting things done. Having role clarity means there is no ambiguity as to what should be accomplished or produced, by when. If your team member doesn’t have the skills to do the job at hand, help them get the skills. If your team member needs hands on support to get started, ensure you or someone else is there to provide it. And when that team member is ready to take flight, remember to get out of the way.

2) Get Resources and Remove Obstacles: Ensure your people have the tools they need to perform well. If they don’t, make a ruckus until you can get them what they need to fulfill the expectations you have put on them– or make sure you change your expectations. Nothing demotivates people faster than aggressive goals with a lack of tools or skills or resources to get the job done. The same goes for obstacles – if something is in their way, help them remove it so they can focus on their work. Stay in frequent contact with your team members on this topic – you never know when the landscape may change. (If the manager I referred to in my anecdote above did this well, I may still be at that organization).

3) Empower Them: Assuming you have qualified team members, make sure you are letting them make decisions and you step in only when needed. This one can be tricky when people are learning; sometimes it means letting them make mistakes and then helping them get back on track in a supportive manner. Still, it’s worth it in the long run. Empowerment gives people ownership and frees up your time for other activities.

Cheers to your leadership success!
Swati
HR Strategy | Executive Coach | Leadership Development

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Be the leader people want to follow. Ask these 6 questions.

What makes you feel recognized?
I once worked for a well-intentioned leader who thanked our team quarterly by taking us out to expensive, steak dinners. Guess what? Half the team hated steak. Several would have preferred an afternoon off, while a few others really valued personal thank you notes. Whether you use this information immediately or at a later date, it’s invaluable to know what makes those around you feel thanked. Don’t let your efforts go to waste – customize your thank you’s.

What motivates you?
For some, it’s a cool new project. For others, it’s visibility. And for others, it’s a chance to lead a project. There are thousands of variations on what people find motivating – find out what ignites your individual team members – then do you your best to organize the work that way. Most people are reasonable and understand their work tasks cannot always be shifted around. Armed with this information, you have the power to make the changes you can.

What is one thing we could do better around here?
You may have a sense of the changes you want to see take place across your company or department – but what about ideas related to making your customers happier today or increasing the efficiency of a key process? Who better to tell you what to improve than those working on specific tasks and deliverables and those who interact with your customers on a daily basis? All you have to do is ask. As an added bonus, your team members will be pleased to share ideas directly with you.

How are you?
Since this question is often asked in a perfunctory manner, be sure to pause and look the other person in the eye as you ask how he or she is. When used intentionally, this question tells the person you are speaking to that you care about them. You will also gain insight into how the person is feeling and what is going in her or his personal and work life – all of which is very relevant to your team member’s performance.

What can I do for you?
As a leader, one key role you play is to do everything you can to help your team members work as efficiently and effectively as possible. This simple question is a quick way to find out if something is slowing your team down or if they’ve hit any roadblocks. It also communicates to the other person that you are willing to actively support his or her efforts and they are not alone.

What is the most interesting thing you are working on?
It’s likely you have a general sense of what each person on your team is working on. But there’s nothing like having the leader stop by to ask you personally what you are working on that you are excited about. It’s a chance for your team member to showcase something. And if he or she doesn’t have an answer, it may be time to re-look what’s on that team member’s plate.

Cheers to your leadership success!
Swati
HR Strategy | Executive Coach | Leadership Development

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Here are 3 simple actions you can take to build better relationships at work.

Be interested. Dive into a topic that the other person wants to discuss. Ask relevant questions. Listen closely. Allow the other person to talk for the majority of time – and I really mean the majority of the time, as in 75%. For you very verbal folks, that means in a 10-minute conversation, the other person talks for 7.5 minutes and you get to speak for 2.5 minutes. Remember that people can tell when you are feigning interest or only half listening. If you are having a crazy day at work and know you cannot focus on what someone else is saying, pick a different day to try out this new behavior – a day when you can authentically be present and convey real interest.

Help them. Nothing moves a relationship forward faster than one person genuinely working towards helping another person, without any self-interest. Is the person you are speaking with struggling to solve a work issue? Can you brainstorm options with him or her? Is work life balance throwing them out of whack? Do you have suggestions for them? Or can you help them figure out how to free up some time? Does the person have a family member in search of a job? Can you give them resume advice or connect them with people in your network? Maybe you have no solutions to offer and the other person just needs to vent. My experience is that there is usually a way to help that won’t eat up days of your time.

Remember stuff. As you start having conversations and learning more about other people, their needs, and what they enjoy, it’s extremely important that you also remember what they’ve shared with you previously. If they’ve discussed stories about kids, ask about the kids. If they’ve shared angst over a new house, ask how it’s going. And if you did help their niece with a networking referral, ask how the job search is going. These simple follow-ups help others see that you are authentically engaging with them.

Cheers to your leadership success!
Swati
HR Strategy | Executive Coach | Leadership Development

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Given these trends, you too may be considering a embarking on a coaching relationship. Here are 5 tips to help you find the right coach.

1) Choose with intention. Take the time to interview a few coaches. Find someone you can trust. Remember this is a significant investment in so many ways – not just time and money; it will take up valuable mind-space and mental energy. Do you grow best working with someone whose style mirrors yours? Or do you need a varying style? What kind of work background would your ideal coach have? Do you want someone who has worked in your industry or function – i.e. walked in your shoes? Or someone who has been a coach for his or her entire career? Choose a confidential thought partner who you know is committed to your success and will help you achieve what you want to in a way that is authentic for you.

2) Reflect on why. Are you experiencing significant life changes? Career changes? Are you going into a new role? Do you want to differentiate yourself as a leader? Such introspection will help you better understand what you are committing to change and what success means to you.

3) Ask about process. There are many ways to successfully deliver executive coaching. Some coaches use assessments. Some conduct key stakeholder interviews. Some start with a questionnaire. And some have a blended approach of the above. All these approaches can work. The important thing is for you to understand the approach your prospective coach will use and think about which one you feel most comfortable with.

4) Understand both your roles. Coaching requires a deep commitment on your part. You will share personal triumphs, failures, and beliefs with your coach. You may find your mindset has to change. You may find that your most reliable skill is actually working against you. And you may be presented with real challenge in making a lasting change – unlearning something is painful. Talk with prospective coaches about this and find someone with whom you feel alignment.

5) Speak to previous clients. There’s nothing like live testimonials to add color to how your prospective coach delivers her or his services. Did the reference match what the coach said? Did the reference accomplish intended goals? All good information for you to have before you begin the process.

Cheers to your leadership success!
Swati
HR Strategy | Executive Coach | Leadership Development

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Orientation was going wonderfully, but then, on day 3, I was told that I had been moved to a new department. My predecessor had left suddenly, the role couldn’t be left open, and, through some swift maneuvering on my new manager’s part, I was slotted into the recently abandoned job.

A job that came with 9 direct reports.

9 direct reports who didn’t appreciate hearing how I was in some leadership program and they weren’t. 9 direct reports who had way more experience than me with my 3 days. 9 direct reports who saw the fear in my eyes.

Guess what? Bungee jumping would have been the best choice for me and those 9 people. Each morning my stomach lurched at the thought of having to say something to one of them that they may or may not like.

Within a week, I had developed several strategies to deal with my predicament. My favorite was to avoid giving feedback altogether. At other times, I would mumble something and leave out the actual feedback. Sometimes I would even take on my direct reports’ tasks instead of telling them what to do differently or working with them to come up with a new solution.

Lots of painful experiences and some great mentoring later, I finally did learn how to give feedback in a productive manner. My stomach still flips sometimes, but I’m happy to report I won’t be going bungee jumping anytime soon.

Here is what I learned:

1) Open with a sentence or two that lets the other person know what to expect, such as, “I have some feedback for you. Is this a good time?”
2) Describe what the person did with facts and then explain the impact. For example, “When you interrupted me 3 times in our meeting, I walked away feeling like you didn’t want to hear my point of view.”
3) Don’t pepper your feedback with compliments. It will confuse your message and frustrate the recipient. For example, “I just want you to know that all of us recognize that you do great work. By the way you aren’t getting that promotion/new project/funding you asked for. But seriously, your work has really helped this company grow.” Statements like this can be very disempowering and can cause cynicism.
4) Describe what you would like. For example, “I would really appreciate knowing you heard me and considered my point of view before you state yours.”
5) Pause and let the person respond. There may be additional information you don’t have. The recipient may have feedback for you too. Listen with an open mind.
6) If appropriate, brainstorm how the situation could have been handled differently.
7) Ensure you keep a flexible mindset with a commitment towards the recipient’s growth, and potentially your own.

Cheers to your leadership success –
Swati

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The quote is a great example of how pervasive emotional intelligence is in both our personal and professional lives.

Emotional intelligence is defined as “the capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically.”

A bounty of research confirms the link between emotional intelligence and career and personal success – here are a few data points:

– At American Express, those with the highest emotional intelligence scores were found to have the highest sales and highest levels of customer satisfaction.

– Authors of The EQ Edge explicitly note sub-scales within emotional intelligence that correlate to success in specific jobs and roles; for example, are you in sales? Did you know that those who score high in self –actualization, assertiveness, and happiness sell more? Did you know successful transformational leaders score higher in optimism, self-actualization, and empathy while those with a high degree of marital bliss were higher in happiness, self-regard, and self-awareness?

– Dr. Marian Ruderman at the Center for Creative Leadership found that 28% of leadership performance is linked to Emotional intelligence.

– TalentSmart reports that 90% of top performers have high emotional intelligence and on average make $29,000 more than their lower emotional intelligence counterparts.

Compelling as all this data is, it’s only helpful if you can do something with it – if you can use it to differentiate or better yourself.

The good the news is that emotional intelligence is not genetic. It does increase as you mature and learn from your experiences. Even better, unlike IQ, you can proactively work to increase your level of emotional intelligence.  How do you know if you should focus on honing your emotional intelligence? Here are some questions for you to mull over:

1) Are you recognized as technically capable but find that you experience career or job hiccups, or you’re stalled, while others progress?

2) Do you see a pattern of mishaps in your interpersonal relationships?

3) Do you avoid a difficult person with whom you must work?

4) Do you fully understand the impact of your emotions on your decision-making, judgment, and problem solving capabilities?

5) Are you surprised (or irritated) when those around you seem upset with you?

6) Is it hard for you to explain and understand how others around you might be feeling and why?

Truth be told, emotional intelligence is a skill all of us should keep sharpening; it contributes to well-being in both our professional and personal lives. Here are some tactics to help you get started.

– When someone presents a differing viewpoint from yours, ensure you understand the reasoning behind the other person’s point of view. Keep your tone neutral and repeat back to them what you heard without any evaluation or judgment. Now put yourself in their shoes and imagine how they feel hearing your point of view. Ask them if you are right. Said one of my coaching clients after considering her interactions with a co-worker with whom she often disagrees: “I didn’t realize how much time I spent re-stating my point view to <this person> when I thought I was having a discussion with her. It’s about 90% of every conversation. She probably doesn’t feel like I am listening to her at all…and honestly, I’m not.”

– Think of a situation you find difficult to manage or one in which you don’t often get the result you want. Watch someone who manages a similar situation successfully. Note down what he or she did. If you have a strong relationship with that person, consider speaking to them about how they navigated the conversation. Listen and take notes.

– Before your next significant conversation or meeting, think about what you plan to say. Write down how those listening to you may react or may be impacted. Think about how you can adjust your message and body language so people will want to listen and be influenced by you.

– Study the topic – check out related training, books (I like the EQ Edge and Emotional Intelligence: Why it Can Matter More Than IQ), and articles.

– Hit the pause button if you think you are responding with too much emotion. In normal circumstances, a small delay in your response time will have no negative impact on the outcome – in fact it can lead to a more positive one.

– And finally, remember, it takes 6 or 7 times of you doing something new before people notice. I know that seems like a long time and it is. Don’t give up.

Cheers to your leadership success –

Swati

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And that’s where a 360 feedback process can come in handy.

360 feedback provides invaluable data as to how those above you, below you, and at your peer level perceive your leadership performance based on a set of pre-chosen factors. It allows you to proactively pursue growth and development, tells those around you that you are committed to a learning mindset, and are open to hearing what they have to say. All of these are crucial factors for your growth as a leader.

So why is this tool used so sporadically?

Some common reasons I’ve heard from clients are: I don’t think I’ll get anything valuable back, I’m afraid of what people will say about me and, I don’t have time for this and neither do any of the people I would ask.

So how can you leverage the benefits of the 360 feedback process without falling prey to the downfalls? Here are some tips.

» Choose feedback providers from each sphere around you (above you, below you, and at your peer level) so you get a true 360 view of your effectiveness as a leader. Try to mix it up as much as possible. For the broadest perspective of your actual performance and how others perceive you, include those who know you well and those who do not know you well.

» Provide your raters with guidance as to why you are initiating the 360-process and what you’d like from them. For example, a brief introductory email that goes something like this: “I am participating in a 360 feedback process because I would like to proactively develop my leadership skills. I value your feedback and would appreciate any specific comments and insights you have for me as a leader.” Most people will take the time to give you feedback if they know you are taking it seriously. They will also appreciate any guidance you provide as to why you are pursuing a 360 feedback.

» If you are afraid of what you might see in your 360 feedback, think of it this way: those around you are already experiencing your leadership style – it is not a secret! It is to your benefit to know as early as possible if you have limiting behaviors that will prevent you from reaching your long-term goals. Taking a more proactive approach sends a clear message that you own your growth and development.

» When you get your report, take a deep breath before your read it. You may be surprised by something you see. You may see comments you have heard many times before. And you may see some comments that are an outlet for someone else’s anger. Take the feedback you feel you can act on and look for broad trends. There will always be aberrations. It’s part of your evolution as a leader to be able to take the good with the bad – and remember that the important thing is what you do with it.

» Be sure you list out your noted strengths and really take them in. Give yourself a pat on the back. Studies show it’s to your best advantage to hone strengths and really understand how to leverage them, while neutralizing weaknesses.

» Leverage those with whom you have a trusting relationship by sharing some or all of your feedback with them. Get their perspectives and use the color commentary to fill in any gaps you may have in understanding your report.

» Work up a simple action plan – just one or two things to work on. Enlist those around you for support by telling them about the behaviors you are trying to change and ask for feedback along the way.

» Consider working with an executive coach. Sometimes a confidential thought partner can help you move forward, especially at pivotal stages in your career.

Remember, successful leaders see feedback as a gift. They actively pursue it and they spend time cultivating their leadership style. Be one of those leaders.

Cheers to your leadership success!

-Swati

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