Things to quit when you become a leader
BECOMING a people manager requires certain sacrifices. Previously, your accountability was limited to your own tasks and obligations. However, stepping into a leadership position entails taking responsibility not just for your own performance, but also for that of your team. It is essential to recognize that others are depending on you for direction and support. To become an effective manager, you need to stop thinking like a team member and start leading.
Quit complaining and start thinking of solutions. When you were hired or promoted to a managerial position, it was expected that you would lead the team in achieving its objectives and overcoming challenges along the way. It’s essential to adopt a mindset geared toward finding solutions to any issues the team faces so that when organizational changes occur, you should be proactive in considering how your team can adapt and successfully implement those changes. By being the first to complain, you undermine the confidence of your team in the management as a whole.
Quit focusing only on your work and start providing direction to everyone in your team. As a leader, your responsibility extends beyond your individual work to overseeing the efforts of everyone on your team. Master the art of delegation and workload management by carefully planning each team member’s responsibilities, ensuring an equitable distribution of tasks without overburdening specific individuals. It is a common mistake for managers to disproportionately assign tasks to top performers. Ensure that each team member is contributing meaningfully to the team’s collective goals, fostering a balanced workload and cohesive team dynamic.
Quit being your team’s barkada and start being their leader. Remember, you are in a position of authority, which means that your actions are under constant observation by everyone. By only interacting with certain individuals, you convey a sense of favoritism to a select few and disapproval to others. When you engage in group chats where you exclude other team members or discuss them behind their backs, you effectively create factions within your own team. Instead of fostering unity and morale, such behavior breeds resentment, frustration and a sense of unfair treatment. Prevent this by upholding professionalism in all your interactions and treating every team member with respect and courtesy.
Quit comparing yourself to other leaders and start building up your team. Team composition varies from one group to another, and certain individuals excel in specific roles. Instead of focusing on comparing leadership styles, focus on leveraging the diverse strengths of your team to compensate for other’s weaknesses and promote synergy among different personalities. Take time to plan the workload and assign tasks to those best suited for the tasks or to those who can benefit from the learning experience. Comparing yourself to other leaders is detrimental, but comparing yourself to your team members can be even more counterproductive. While you may share similar skill sets, prioritize your role as a leader over directly engaging in tasks. Just like in a basketball game, the coach does not play but provides the strategies on how to play the game.
Quit being sensitive and start communicating clearly. New leaders often struggle with the fact that their team talks about them behind their backs. This is natural considering that your decisions impact their work and interactions. Instead of wallowing in self-pity, work on developing open communication channels for addressing work-related issues promptly before they escalate into crises. While it is unavoidable that they will talk about you, you have the power to influence their perceptions and how they act towards you. Instead of reacting negatively, work on how you can improve communication channels by getting to know your team members better and discovering their motivations. Understanding what drives your team helps you to communicate clearly and effectively.
Quit always saying yes and start protecting your team. When you were still a team member, most of your workload revolved around your core responsibilities and those tasks assigned to you by your manager. Now that you are leading a team, you get to choose who does what in your team and projects are assigned by senior management. When discussing projects with management, you should know if your team can handle additional projects and negotiate if needed. Never commit to a big project that you have not consulted with your team, unless you can convince them that it is manageable and you are prepared to reallocate resources and deliverables to accommodate the new project. Provide the needed support and proactively clear roadblocks so that your team will succeed.
Quit being a perfectionist and start helping your team grow. Take the time to coach and train your team because not everyone possesses the same level of competence. When team members approach you with issues and challenges, approach them from a process standpoint rather than focusing on personalities. A mentor once imparted to me that while it is tempting to assign blame when mistakes occur, the key to preventing future errors lies in identifying and implementing processes to avoid them.
John C. Maxwell once said that “everything rises and falls on leadership.” As a leader, you need to understand that you already have a team who will depend on you for clear guidance and direction. A leader’s ability to effectively communicate expectations, inspire confidence, and provide guidance plays a pivotal role in determining the success or failure of the team.