Today’s guest blogger is David C. Baker. I met David when I first started my business, through a contact from his publisher during the launch of his book, Managing (Right) for the First Time. I was drawn to his book because I believe managing leadership transitions is one of the keys to success. I read his book cover to cover and helped distribute 24 signed copies to many of you. Of all the books I have shared with clients (over 200 to date), David’s is by far the one I get the most comments back from people about being helpful because it is so practical.
The following content is the property of David C. Baker and is shared on this blog with his full approval. Any reproduction or use of this material without his consent is not lawful. If you like it and want to use it somewhere else, just ask him directly using the link at the bottom of the post.
You haven’t noticed yet, but there are several little red light points on your chest. And no, it’s not because the neighbor kid is playing with the slide presentation pointer that fell out of your briefcase last night when you stumbled home, finally, after a hard day at work. It’s more that you’re in the cross hairs of one or more people who are watching very carefully how you react in the next few weeks.
You’ve crossed a threshold, see, by either managing people for the first time, or trying to do it right for the first time. This is your chance. You’ve experienced a seminal event in your life by entering the “management” room that you’ve only heard of in the past. You’ve criticized the people who have occupied this room without ever knowing what it was really like to be in their shoes.
Now you get to find out, and you get to do it better. Are you ready? Have you been paying attention? Do you understand the minuses that will come with the pluses? It’s a wonderful journey, but it’s not without difficulty.
I can’t remember much about the first time I managed people. Maybe for you it was like my experience, a more gradual transition in that I was managing them in reality long before I was managing them officially, and being promoted was more about recognizing what was already taking place. That’s probably the best way for it to happen.
But I probably don’t remember that first time simply because our culture doesn’t value management all that highly. You don’t read about great managers like you read about great athletes, and so we aren’t accustomed to thinking of the entry to management as some sort of anniversary.
It is, though, because it changes your life. It may not change your life to the same extent that childbirth, marriage, divorce, or death will change your life, but it certainly sets a course with all sorts of implications for your life.
This is a change, and how you react to it will affect your happiness, relationships, health, and wealth. It will also have a strong impact on the people you manage.
You do realize that, right? Twenty years from now, let me sit down with one of your current clients and ask them about you, your impact, and what they learned. Chances are they won’t even be able to dredge a name out of their murky memories. The same is true of your vendors.
But let me do that with one of your current employees in twenty years and they’ll remember you for sure. Hopefully it’ll be for the right reasons, and that’s the opportunity that is in front of you.
Seeing the opportunity is the first step. The next is step back to think about the situation you are stepping into and setting your sights on the impact you want to have. Here are 5 key questions every new leader should ask:
- What were the reasons you were chosen for this role?
- What are the expectations for you for the first 6 months?
- What does your team believe are your key responsibilities?
- In 20 years, what do you want others to be saying about you as a leader?
- For each item in #4, write 1 or 2 things you commit to doing that will be your first steps towards your leadership legacy?
Key action to maintain momentum: Over your first 6 months, look back at your answers to the previous five questions weekly and think about your progress. If you are brave, get feedback on #2 and #3 from your leader or team. Then weekly ask yourself the questions:
- What do I commit to KEEP doing in the next week?
- What do I commit to START or STOP doing to improve my effectiveness as a leader?
Did David’s words and wisdom resonate with your leadership role? Visit David’s website or email David directly at firstname.lastname@example.org. Here are some additional links to his books:
The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth
Financial Management of a Marketing Firm
Managing (Right) for the First Time: A Field Guide For Doing It Well