With the uncertainty that still exists around, “what’s next”, COVID, flu season, war, threats, politics, and how we work, leaders are looking, more and more, to coaches for a dependable, reliable, impartial, skill enhancing, confidential relationship that can form part of their personal Board of Directors.
In some of my past articles I’ve talked about First-time Managers and First-time Manager Syndrome experienced by Senior people thrust into a leadership role for the first time - or a role Senior to their current role in a new organization. I am seeing first-time manager syndrome more often these days. In my work I’m seeing that the biggest transition is sometimes the most senior person’s transition into their role.
We are built to see, watch and emulate other people. We are pack animals and like to be with others. In fact, being with others is a big part of the makeup of our good health and wellbeing.
When we lead people, being aware that there is a large chance our team will copy our behaviour in some way, means we have a responsibility to lead with integrity and in a way that brings out everyone’s best self.
As I am sure you’ve heard many times, people join companies and they leave managers. We know that 60% of new managers fail to achieve their outcomes within the first two years. We also know that Gallup’s data show that 30% to 40% of people have the skills necessary to be a manager. So, what is something you can do to become a better manager? Google says that the number one key to being a successful manager is periodic one-to-one coaching you have with your team.
When you get that promotion or that new assignment it comes with people, unless you are doing something brand new, starting from zero! Those people come with ways of working, ways of communicating, ways of thinking that they have developed over months and probably years. There is an existing trust with each other and with the organization. There is an existing level of commitment and accountability. And, there is an existing attention to detail and results. To some extent you are an outsider tasked with managing, leading and coaching these people.
