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.

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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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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