THE CULTURED LEADER
Navigating the First 90 Days of Leadership: Challenges, Reflections, and Paths
Guiding Novice, Pioneer, Fresh, and Succession Leaders on Their Unique Roads
Table of Contents
1. From Peer to Boss: A Novice Manager’s Blueprint
2. Pioneers — From Individuals to Collective Triumph
Embarking on a managerial role is a significant journey, laden with challenges, reflections, and unique paths to success. As new managers set sail into their leadership roles, their experiences are shaped by the challenges and surprises of a steep learning curve that often characterizes the initial months.
During the early months of assuming a new leadership role, it’s commonplace for the passage of time to feel stretched, with each week seeming to extend into the duration of a month. This temporal distortion arises from the variance between the enthusiastic anticipation one brings to the role and the distinctive reality that unfolds, underscoring the disparity between expectation and reality.
With every new managerial role, individuals can be categorized into four distinct paths:
- Novice: Guiding the development of a growing team within an established structure
- Pioneer: Assuming leadership of an already established team, injecting vitality into its dynamics
- Fresh Leader: Assuming leadership of an already established team, injecting vitality into its dynamics
- Succession: Transitioning seamlessly into the responsibilities of a departing manager, inheriting their role and legacy
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1. From Peer to Boss: A Novice Manager’s Blueprint
Stepping into a managerial role within a growing team will be rife with opportunities and challenges. As teams expand, the call for new leaders grows.
The Need
This journey often begins when a team recognizes the need for additional managerial and leadership support grows, for example when a team doubles in size.
Novice managers are often individuals who are promoted from within the organization. This is a common scenario where employees who have demonstrated competence, leadership potential, and a good understanding of the company’s operations are allowed to step into managerial roles. Promoting from within can be advantageous as these individuals are already familiar with the organization’s culture, goals, and processes, which can contribute to a smoother transition into a managerial position. It’s a way for companies to recognize and nurture talent from their existing workforce.
However, it’s important to note that not all novice managers are necessarily promoted from within; some may also be hired externally for their specific expertise or experience and if they believe that an external candidate brings unique skills, experiences, or perspectives that align with the needs of the team or department.
The decision to hire internally or externally for novice manager roles depends on various factors, including the organization’s talent development strategy, the specific requirements of the role, and the availability of suitable candidates both within and outside the company. Some organizations prioritize internal promotions to foster loyalty and leverage existing knowledge, while others may seek fresh perspectives and skills by bringing in external talent.
Guidance and Planning
Embarking on the path of a Novice Manager brings a fortunate advantage — substantial guidance during the crucial transition period. This guidance often emanates from a seasoned manager, someone intimately acquainted with the nuances of the team and its workings. The experienced manager, with their intricate knowledge of the team’s dynamics, goals, and daily operations, becomes a valuable compass for the novice leader. This isn’t just about showing the way; it’s about providing insights, sharing institutional wisdom, and setting the stage for what can be a complex journey. This intentional support takes root from day one, often beginning with a manageable team assignment. Starting with a smaller team allows the Novice Manager to grasp the intricacies of leadership without feeling overwhelmed.
This deliberate approach, with the aid of an experienced mentor, paves the way for a seamless onboarding experience. It’s a strategic combination of knowledge transfer, hands-on experience, and mentorship, creating a solid foundation for the novice manager to build upon.
Critical Questions for Transition
Entering the realm of Novice Management requires asking the right questions that will act as a compass, pointing the team in a clear direction while navigating the unknown.
There are some fundamental macro-level questions that novice managers need to ask, including:
- What’s the scope of the role? This question aims to understand the specific tasks, duties, and expectations associated with the managerial role, providing a clear framework for the manager’s focus and contributions.
- How do you plan to communicate with your team? This question aims to understand the manager’s approach to conveying information, providing feedback, and fostering an open and effective communication environment within the team.
- What dynamics govern your team’s interactions? This question explores the interpersonal dynamics and relationships within the team, aiming to understand how team members collaborate, communicate, and interact with each other. Insights into team dynamics help navigate and strengthen the working relationships within the team.
- What are the overarching goals, and what processes drive success? This question focuses on the broader context of the team’s objectives and the strategies in place to achieve success. It aims to bring awareness of overarching goals, both short-term and long-term, and the processes implemented to drive success. This provides a foundation for aligning team efforts with organizational objectives.
When the macro-level understanding of the role is somewhat solidified, the notice manager needs to double-click on some finer details of their role, including:
- Understanding Team Members: What are the strengths and weaknesses of individual team members? Are there areas where they might need additional support or development? What motivates and challenges each team member? (Understanding performance expectations is crucial for setting goals and assessing progress) How do team members prefer to communicate and receive feedback? (Recognizing these preferences enhances communication and fosters a positive team environment)
- Clarifying Performance Expectations: What are the performance expectations for the team and individual members? How are success and progress measured in this role? Are there specific benchmarks or milestones to achieve? (Clarifying expectations ensures alignment with organizational objectives and priorities)
- Team Dynamics and Culture: What is the team’s working style and preferred collaboration methods? How are decisions typically made within the team? What is the team’s approach to problem-solving and innovation? (Recognizing the team’s problem-solving dynamics enhances adaptability and creativity in addressing challenges)
- Organizational Goals and Strategy: How does the team’s work align with the broader organizational goals? What is the long-term strategy for the team and the organization? How can the team contribute to the overall success of the company?
- Feedback and Improvement: How is feedback given and received within the team? (Fostering an open and constructive feedback culture promotes continuous improvement and professional development) What processes are in place for continuous improvement? How can the team adapt and evolve to meet changing circumstances? (Encouraging adaptability ensures that the team remains resilient and responsive to evolving challenges)
If you are a novice manager, consider these questions the foundation of your roadmap. They set the tone for a well-defined plan spanning your initial three to six months. It’s not just about having the answers but framing the right questions that unravel the intricacies of your new managerial terrain. In essence, these critical questions become your strategic guideposts, ensuring a thoughtful and purposeful journey into leadership.
Novice Manager’s Advantage: Leveraging Existing Knowledge
Novice managers have a potent force at play — the power of familiarity where they can capitalize on their existing knowledge, and it’s nothing short of a secret weapon for success that gives them a quick ramp-up, a streamlined initiation into leadership.
By leveraging existing knowledge, Novice Managers bypass the initial learning curve. They possess insights into the intricacies of how the team operates, the goals driving its efforts, and the projects currently in motion. This familiarity isn’t just a perk; it’s a strategic asset that allows novice managers to hit the ground running.
Armed with existing organizational knowledge, Novice Managers can navigate challenges with precision, make informed decisions, and seamlessly integrate into their new leadership role. It’s not just about what they know; it’s about how they use that familiarity as a catalyst to be effective leaders from day one
Common Challenges Faced by Novice Managers
As Novice Managers step into the spotlight, the journey from peer to boss unveils a set of challenges when transitioning from peer to boss.
- Assuming a Coaching Role: The first challenge emerges as Novice Managers step into a coaching role. It’s a shift from being a peer to now understanding the career goals, project preferences, and strengths of former colleagues. Asking questions like “What do you want to achieve?” or “What are your strengths?” becomes not just a formality but a nuanced responsibility.
- Engaging in Difficult Conversations: Then comes the challenge of engaging in difficult conversations. The managerial hat brings with it the weight of responsibility. Novice Managers find themselves in situations where directness is crucial, feedback needs to be candid, and decisions may be tough. It’s a delicate balance of maintaining respect while addressing challenges head-on.
- Adapting to Changes in Information Flow: Another challenge surfaces as Novice Managers adapt to changes in information flow. Now, colleagues may be hesitant to share certain aspects, requiring the Novice Manager to navigate and actively foster a culture of open communication.
- Striking a Relationship Balance: Amid these challenges, a pivotal aspect emerges — striking a balance between camaraderie and authority. Former peers are now subordinates, and the Novice Manager must find the sweet spot where friendships coexist harmoniously with the authority needed for effective leadership.
- Balancing Individual Contributor and Managerial Responsibilities: Novice Managers, in the early stages, find themselves not only guiding the team but also contributing individually. It’s a delicate balance that demands finesse between supporting others and covering tasks. Meanwhile, novice managers need to be cautious of overcommitting to their tasks which will undermine the quality of their work, focus, and effective management responsibilities. Here it is important to have a well-thought-out plan that embraces strategic thinking and a roadmap that scales back individual tasks.
2. Pioneers — From Individuals to Collective Triumph
When it comes to organizational growth, a Pioneer stands at the forefront of shaping the trajectory from individual initiative to collective enterprise. This unique role encompasses scenarios like a startup founder scaling a modest team or an individual becoming the inaugural specialist in a quickly growing department.
Usually, Pioneers have been involved with the project or initiative since its inception or early days, and therefore, they naturally become experts on the details of their role and the vision of the group. These experienced individuals must share their values and expertise with the growing team providing practical advice on aligning the team’s goals, values, and processes, and presenting key questions to help prepare for effective collaboration.
- The main goal: The primary objective of Pioneers transcends mere business oversight; it involves establishing a precedent for collective accomplishment and advancement. This journey extends beyond personal success, emphasizing the cultivation of success within a team. It necessitates the sharing of values, insights, and institutional wisdom, demanding a strategic alignment of group goals, values, and processes. The role becomes a guiding force, steering not only individual trajectories but also sculpting a cohesive path toward shared achievements and progress.
The primary objective of pioneers is to transition a group of individuals from focusing on individual contributions to fostering a collaborative and collective effort
- Building the Desired Team and Culture: The privilege of building a team from the ground up is a hallmark of the pioneer’s role. This goes beyond recruitment; it’s about intentionally crafting a team culture and dynamics. Choices about who joins the team, carefully handpicking individuals, and curating a group that aligns with the envisioned goals or how the team operates become strategic decisions in shaping a cohesive and effective team dynamic.
- Potential Challenges and Solitude: Navigating the path of a Pioneer can be isolating, marked by substantial risks and the absence of a clear roadmap. This solitude arises from being at the forefront of uncharted territory. To counter this, Pioneers should actively seek support from two sources: i) managers within their organization who handle related functions, and ii) external peers in the same field. Establishing connections with those who comprehend their unique challenges provides not only valuable insights but also a crucial support system.
In the face of uncertainty, reaching out to like-minded individuals becomes a strategic move for Pioneers to overcome challenges and foster resilience.
- Balancing Individual Contributor (IC) and Managerial Roles: The challenge for Pioneers lies in finding the right balance between doing the job themselves and managing others. It’s not just about leading; it’s about staying hands-on without feeling swamped. To navigate this delicate equilibrium, pioneers need to begin to figure out the strategies needed to handle both individual contributor tasks and managerial responsibilities effectively. They need to delegate, effectively manage their time, empower their teams, continue to learn and bring insights into the organization, prioritize, and work on or possess effective communication abilities.
A Pioneer constructs from the ground up, showcasing a leadership journey that transcends the ordinary. It involves innovating, adapting, and flourishing in uncharted territory. It’s about purposeful leadership, forging a path for others to follow.
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3. Building Bridges: Success for Fresh Leaders
Embarking on a new leadership role within an established team is a noteworthy accomplishment. It signifies not just a change in position but an acknowledgment of leadership capabilities. Typically, individuals with a wealth of managerial experience are selected for these roles. Typically, those stepping into these positions have some level of familiarity with the dynamics of management.
Embracing the New Leader’s Advantage
Embarking on a new leadership role comes with a unique window of opportunity — about three months of initial grace. During this time, the environment recognizes that you’re the fresh face on the team, and there’s an understanding that you won’t have all the answers right away. This period allows for a bit of flexibility, where mistakes are viewed as part of the learning process rather than missteps.
To make the most of this advantage, it’s crucial to engage in proactive onboarding.
This means diving headfirst into understanding the intricacies of your new role, team, and company. Don’t hesitate to ask questions — lots of them! This is your “newbie card” in action, a valuable tool to gather insights and information. Colleagues are often more than willing to share their knowledge and help you navigate the ropes, fostering a smoother and quicker transition into your responsibilities.
So, seize this initial grace period, be inquisitive, and use that “newbie card” wisely. It’s not about having all the answers from day one; it’s about laying the groundwork for a successful journey by actively immersing yourself in the learning process.
Navigating Relationships with Reports
Imagine stepping into a new leadership role, and others have labeled this person on your team as a “worse-than-average employee.” It could be tempting to take those opinions at face value, but here’s a real-life story that flips that script. A new manager, rather than accepting preconceived notions, decided to form their own conclusions.
Over the next six months, this manager invested time and effort into coaching and understanding the employee. Surprisingly, the labeled “below-average” team member not only thrived under this new leadership but was eventually promoted to team lead within a year. This showcases the power of giving everyone a fair chance and not letting initial judgments cloud your perception.
The key takeaway here is:
Start with a blank slate when forming relationships with your team
Despite any hearsay, approach each member with an open mind
Discuss openly with your reports about the kind of relationship you want to build
This proactive communication lays the foundation for a positive and collaborative work environment, fostering trust and understanding from the get-go.
Things to Watch Out For
In the early days of stepping into a new leadership role, it’s crucial to resist the urge to jump in with strong opinions right away. Instead, focus on listening well, asking thoughtful questions, and absorbing as much information as possible. Rushing to assert your opinions prematurely can backfire and may not be well-received by the team.
One common mistake to avoid is expressing uninformed opinions. Imagine entering a discussion without a solid understanding of the team dynamics or ongoing projects. It can be quite annoying for your colleagues, and it might undermine your credibility as a leader. So, take the time to learn about your team, the projects at hand, and the overall environment before sharing your perspectives. This approach not only avoids potential pitfalls but also demonstrates a commitment to understanding and respecting the existing knowledge within the team.
Calibrating Expectations
Navigating the nuances of a new leadership role involves a crucial step: calibrating expectations.
This essentially means grasping the unwritten rules and norms of your new work environment, and steering clear of forming hasty opinions.
To achieve this calibration, it’s not just about observing silently. Instead, engage in open dialogue with your manager. Ask questions that go beyond the surface to gain profound insights into what is perceived as “normal” within the team. It’s akin to getting the backstage pass — you want to understand the behind-the-scenes dynamics.
These questions can be strategic. For instance, inquire about what defines exceptional performance versus average or subpar work. Seek your manager’s impressions on recent projects or meetings to comprehend the team’s standards. If something caught your attention, like an unusual event, don’t hesitate to ask if it’s part of the routine or a cause for concern.
In essence, this phase is your reconnaissance mission. The more you learn about the established norms, the better equipped you’ll be to navigate and contribute effectively. So, think of it as decoding the unique language of your new workplace — a language that holds the key to successful integration and leadership.
Navigating New Relationships
Building connections as a new leader can be a bit like stepping into uncharted territory. Trust, a vital component, might seem elusive initially, particularly if you sense a bit of an outsider. This is perfectly normal and widely experienced.
- To overcome this challenge, consider being upfront about it. Imagine it as a friendly introduction: “Hey team, as the new kid on the block, I understand there might be some hesitancy. Let’s take our time to get to know each other.” This simple acknowledgment sets a tone of openness.
- Communication barriers can pop up, making the journey to trust a bit bumpy. Addressing these barriers head-on is like clearing a path for smoother interactions. Encourage team members to express themselves freely, and actively listen to what they have to say. It’s not just about what you convey but also about creating an environment where others feel heard.
- Sharing a bit of your story can work wonders. Consider it as a friendly exchange rather than a formal disclosure. Telling a personal anecdote, perhaps about a challenge you faced and overcame, helps humanize you. It shows that you’re not just the leader but a person too. This vulnerability fosters a sense of camaraderie, making others more comfortable sharing their thoughts.
Building new relationships is about creating an atmosphere where everyone feels valued and heard. It’s a process, not an instant result. Embrace the journey, and you’ll likely find your team becoming more cohesive and trusting as time goes on.
Acknowledging Job Uncertainty
Navigating the uncertainties that come with a new leadership role is crucial and the first step is acknowledging that you might not have all the answers. In this situation, new leaders need to embrace transparency and honesty when dealing with their managers. Being upfront about the challenges you’re facing and setting realistic expectations helps build a foundation for success.
By initiating candid conversations with colleagues, addressing concerns, and seeking feedback, new managers can turn a potentially problematic situation into a constructive one. This is the power of open communication and a willingness to tackle issues head-on.
In essence, the advice here is to:
Face uncertainty with honesty and openness.
It’s about recognizing that it’s okay not to have everything figured out from day one and that, by communicating openly with your manager and peers, you can turn challenges into opportunities for growth and collaboration.
Building Trust
Building trust in a new leadership role is like planting the seeds for a strong and lasting relationship. It takes time, patience, and a deliberate effort to understand and be understood. Just like you wouldn’t expect a plant to blossom overnight, trust needs nurturing and care. In the world of leadership, trust is the currency that fuels collaboration and unlocks the full potential of a team.
It’s a gradual process, like building a bridge between you and your team members. Each interaction, decision, and commitment contributes to the sturdy structure of this bridge.
4. Navigating Leadership Succession
Successor leaders seamlessly transition into the role left vacant by their departing manager, inheriting the responsibility of supporting the entire team. This marks a notable expansion in their scope of duties as they step up to shoulder the full range of team responsibilities. Drawing upon their wealth of prior management experience, successors adeptly navigate the complexities of team leadership during this transition. They skillfully leverage their past expertise while willingly embracing the heightened demands that accompany the comprehensive management of the entire team dynamic.
Advantages: Contextual Continuity
Just like a novice manager, stepping into a successor role grants the advantage of having a contextual foundation. Familiarity with the team’s dynamics, ongoing projects, and organizational nuances provides a head start. This contextual continuity facilitates a quick understanding of the team’s workings, enabling a smoother integration into the managerial role.
Challenges: Comprehensive Team Responsibility
Unlike the novice, a successor doesn’t inherit a specific segment of the team’s responsibilities but takes on the mantle of supporting the entire team. This shift demands a broader scope of management. The challenge lies in managing diverse aspects of team dynamics, projects, and individual roles, requiring a more comprehensive and holistic approach.
Establishing a New Dynamic with Former Peers
Transitioning from being a peer to becoming a manager within the same team can be a delicate process. This phase involves navigating potential awkwardness and reshaping relationships to fit the new managerial role.
- Navigating Potential Awkwardness: As you step into the shoes of a manager, there’s a chance of feeling a bit awkward. This is natural since you’ve transitioned from a role where you were on an equal footing with your colleagues. Now, you’re in a position of authority, and finding the right balance might take some time.
- Reshaping Relationships: Similar to the experience of a novice forging new connections, a new manager must navigate through reshaping existing relationships. Colleagues who were once peers might need time to adjust to the changed dynamic, and you, as the manager, play a key role in setting the tone.
- Learning from the Apprentice’s Experience: Drawing parallels with the novice’s journey, where building relationships was crucial, you can leverage some of the same strategies. Open communication, active listening, and a willingness to learn from your team can help establish a new dynamic. Acknowledging the change and expressing a commitment to collaboration can go a long way in fostering a positive transition.
- Finding the Right Balance: It’s about finding the right balance between maintaining camaraderie and asserting the authority required for the managerial role. While the dynamic has shifted, it doesn’t mean losing the valuable connections you had. Instead, it’s an opportunity to lead with empathy, understanding, and a shared commitment to the team’s success.
Establishing a new dynamic involves embracing the shift in roles, being mindful of potential awkwardness, and employing effective communication to ensure a smooth transition from peer to manager. This phase is not just about authority but also about building a collaborative and supportive environment for everyone on the team.
Overwhelming Increase in Responsibility
When stepping into a succession role, the ascent in responsibility can be overwhelming. This transition isn’t merely a subtle shift; it’s a significant leap that demands grappling with a sudden surge in tasks and duties.
- Feeling Overwhelmed: The first challenge often comes in waves of feeling overwhelmed. As a successor, the realization hits — sometimes unexpectedly — of the sheer magnitude of tasks inherited from the former manager. The responsibilities, often concealed behind the scenes, become glaringly apparent.
- Realizing the Extent of Inherited Tasks: It’s not just about knowing what to do; it’s about comprehending the depth and breadth of what’s now on your plate. Tasks and obligations that were once managed by your predecessor are now yours to navigate. The learning curve can be steep, and the volume of responsibilities can be daunting.
- Seeking Support from the Seniors and Colleagues: Recognizing the challenge is only the first step. The next crucial move is seeking support. This involves reaching out to the seniors for guidance and assistance. Colleagues, too, become valuable allies in this scenario. Sharing the burden, seeking insights, and learning from the experiences of others can significantly ease the weight of the newfound responsibilities.
- Setting Expectations for a Transition Period and Asking for Help: Transparency becomes a powerful tool. Communicating openly about the challenges being faced and setting realistic expectations for a transition period helps manage not only your stress but also the expectations of those around you. It’s not a sign of weakness to seek help; on the contrary, it showcases a proactive approach to growth. Asking for assistance, whether in the form of advice, mentorship, or collaborative problem-solving, is a strategic move toward a smoother transition.
The overwhelming increase in responsibility is not just a solitary struggle but an opportunity to build a support network, learn, and set the stage for effective leadership in the face of formidable challenges.
Feeling Pressured to Mirror the Former Manager
At times, succeeding a beloved manager carries a unique challenge — the shadow of the predecessor’s legacy.
- Preserving the Status Quo: The team’s familiarity with the previous manager creates a subtle yet powerful pressure to maintain the existing norms. There’s a natural inclination to stick with what’s known and comfortable, fearing that any deviation might disrupt the team’s equilibrium.
- Embracing Change and Moving On: Overcoming the hesitancy to introduce changes, fearing resistance or a departure from what worked before. Change is a prerequisite for growth. Emphasizing the need to evolve, adapt, and avoid being confined to the comfort of the past.
- Authenticity Over Imitation: Do not struggle with the expectation to mirror the former manager’s leadership style. Authenticity will breed effective leadership. Aim to be genuine, leverage personal strengths, and do not succumb to the pressure of fitting into an idealized mold.
- Communicate Transparently: Address the team openly about the challenge of living up to the predecessor’s image, fostering understanding and support.
- Permission to Evolve: Grant yourself permission to evolve and shape the role according to your unique strengths and leadership style.
- Learning from the Past: Rather than imitating, extract valuable lessons from the former manager’s successes, integrating them into your authentic leadership approach.
- Acknowledgment of Irreplaceability: The departure of a beloved manager can be difficult for the team. Therefore, recognize the unique qualities and contributions of a departing leader and highlight their impact on the team.
- Encouragement for Team Growth: Encourage the team members to step up and collectively contribute to filling the void left behind. This recognizes that the responsibility for team success is a shared endeavor. This can serve as a catalyst for growth and development within the team embodying the resilience of individuals and the team’s ability to evolve, ultimately turning a challenging transition into an opportunity for collective and individual leadership growth.
The pressure to emulate a beloved predecessor is a common tribulation in leadership transitions. By acknowledging the challenge, embracing change, and staying true to oneself, a successor can not only navigate this pressure but also pave the way for their impactful leadership journey.
The initiation into a managerial role unfolds as a period of profound transformation, marked by notable adjustments and fresh responsibilities. While the manager-to-be begins to find familiarity in daily routines and cultivates relationships within the team, an enduring sensation of being the “new kid” persists. This lingering feeling prompts introspection on the timeframe needed to develop a sense of competence in the managerial role.
This sense of unease may extend over months or even years.
Achieving a level of personal comfort in the new managerial role is a gradual process, one that may unfold over several years. This honesty sets a pragmatic expectation for new managers, assuring them that;
The evolution into a confident and capable leader is an ongoing journey with its timeline.
