Acquiring Leadership Skills

The transition from individual contributor to people leader is like shifting from a narrow lens to a wide-angle view. As an IC, excellence is often defined by your ability to execute tasks and achieve set goals proficiently. However, stepping into a managerial role brings a different set of challenges and responsibilities.

This transition involves expanding your perspective to encompass not only your own work, but also the performance and development of your team. As a manager, you become a pivotal figure in shaping the work environment, influencing team morale, and driving the strategic direction of your projects.

Approach, Delivery and Accountability
Holding people accountable. It's a crucial leadership skill, but one that takes on a whole new dimension when you move from peer to manager. Sure, you might think you've got it down from past experiences, but leading a team demands a different kind of accountability – one that encourages learning and growth, not fear and blame.

Here's the key–mistakes are inevitable, but the lessons they hold are invaluable. When a deadline gets missed, it's not a one-way ticket to the chopping block. Instead, it's an opportunity to explore improvement together. Were the stories pointed accurately? Could preliminary discussions have been more thorough? Adding a buffer for unforeseen technical glitches in testing could be the answer.

Remember, true accountability isn't about punishment, it's about coaching. It's about asking the right questions to unearth the "what went wrong" and then collaborating on the "how can we do better next time." This is where a safe-to-fail culture becomes your secret weapon. By creating an environment where open discussion and learning from mistakes are encouraged, you unlock your team's full potential.

Yes, this might sound like feel-good fluff, but the truth is, embracing failure is a stepping stone for growth. It builds resilience, inspires innovation, and encourages team members to learn and succeed together. So, the next time a deadline is missed, resist the urge to point fingers. Instead, grab your team, take a deep breath, and dive into the learning pool. You might be surprised at what you find.

Setting Strategy with your Reports
As a manager, you will responsible for making sure that the strategy you have in place is executed. Since, you are no longer in the weeds of product development as an IC you will need to rely on your direct reports to help execute your strategy.

Here are some ways in which you can do this...

1. Connect the Dots:

• Start with the company's vision and goals. Paint a clear picture of the big picture and how your team's efforts contribute to the overall journey.
• Break down the company's strategy into specific objectives. Ensure each objective resonates with your team's capabilities and strengths.
• Show the "why" behind your team's strategy. Clearly explain how achieving your team's goals directly impacts the company's objectives and vision.

2. Intentional Building Blocks:

• Set actionable and measurable goals for your team. These goals should directly align with and build upon the company's objectives.
• Define clear milestones within each goal. Break down the journey into achievable steps, allowing your team to celebrate progress and maintain momentum.
• Identify dependencies and collaboration points. Outline how your team will interact with other teams and leverage their expertise to achieve shared goals.

3. Stakeholder Mindset:

• Present your strategy not just as a plan, but as an invitation to collaborate. Frame it as a joint effort where team members can contribute their ideas and expertise.
• Gather feedback and incorporate suggestions. Value your team's input and be open to adapting the strategy based on their insights.
• Communicate updates and progress regularly. Keep your team informed and invested in the journey towards achieving the goals.

4. Prioritization Clarity:

• Explicitly state the priorities within your team's strategy. Make it clear which goals take precedence and allocate resources accordingly.
• Explain the rationale behind your prioritization. Justify your choices to help your team understand the importance of each goal and its contribution to the bigger picture.
• Be flexible and adaptable to evolving circumstances. Prioritization may need to shift as unexpected challenges or opportunities arise.

Delegation
Delegation is a delicate balance for any leader. I've often seen leaders who delegate excessively, reducing their role to merely attending meetings. This approach can be disheartening and demotivating for their team.

In my view, delegation should be strategic, focusing on tasks that enable direct reports to develop and take on more significant responsibilities and align with and support the broader strategy of the team or organization.

Here's a list of situations when you should consider delegating tasks as a leader:

1. Skill Development: Delegate tasks that help your team members develop new skills or refine existing ones.
2. Expertise Utilization: Delegate tasks to team members who have specific expertise or knowledge in that area.
3. Empowerment: Delegate to empower team members, giving them ownership and responsibility, which can boost morale and engagement.
4. Succession Planning: Delegate tasks that prepare your team members for future roles and responsibilities within the organization.
5. Time Management: Delegate tasks that are less critical for your direct involvement, allowing you to focus on strategic planning and decision-making.
6. Risk Management: Delegate tasks where the risk is manageable, and the learning opportunity for the team member is significant.

Time To Grow

Establish a support network
Feeling caught between being part of the team and being responsible for managing the team can create a sense of isolation. Managers may miss the camaraderie of being just another member of the team, while team members might not relate to the pressures and responsibilities the manager faces. This can make it difficult to find a true sense of belonging anywhere.

The emotional toll can be significant, particularly when direct reports get upset, feel they aren't being treated fairly, or have expectations around promotions or raises. Actively finding a mentor or supporter, either within the workplace or externally, can be immensely beneficial. It not only alleviates feelings of isolation, but also aids in more effectively navigating challenging situations.

Leading by Letting Go
Let's be honest, micromanagement is a creativity killer. We all thrive when we have the space to think, explore, and own our solutions. As a leader, your job isn't to hold hands, it's to empower. So, embrace the power of trust. Micromanagement doesn't just suffocate your team, it reflects poorly on you. It says, "I don't trust your skills," or worse, "I don't believe in your potential." That's a message no one wants to hear, and it can quickly drain morale and stifle growth.

So, turn the tables. Instead of hovering, set clear goals and objectives – the "what" and the "why." Give your team the autonomy to choose the "how." This isn't just about giving them space, it's about opening the door to new perspectives and possibilities. You might learn something unexpected, and they might surprise you with their ingenuity.

Think of it like building a bridge. You set the destination, but they get to choose the materials and the construction methods. Trust their skills, celebrate their differences, and watch them soar. Yes, mistakes might happen. That's okay. Growth rarely happens in a comfort zone. Use those stumbles as stepping stones, and opportunities for learning and adaptation.

Trust is the fuel that propels great teams. By letting go, you empower your team to do their best work, learn from their experiences, and become the innovative leaders of tomorrow. That's a legacy worth building.

Create Autonomy
While managers bear ultimate responsibility for team outcomes, the most effective leaders empower employees with a sense of ownership over their work. People thrive when trusted to operate with independence and autonomy balanced by an appropriate level of guidance.

Your reports should feel like they are independent and have responsibility over their work even though in the end you are the one that will be held accountable. Implementing a sense of independence and responsibility in your team can be effectively done through the way you frame your questions. There are different ways to put this into action.

Here are some examples:

1. Assume Knowledge: Instead of suggesting, "You should research the latest market trends," ask, "What are your insights on the latest market trends?"
2. Encourage Initiative: Rather than saying, "You need to come up with a solution for this issue," try asking, "What solutions do you propose for this issue?"
3. Promote Decision Making: Instead of directing, "Decide which software is best for this project," ask, "Based on your analysis, which software do you think is best for this project?"
4. Foster Analysis and Strategy: Rather than instructing, "You should analyze the project risks," ask, "How have you assessed the potential risks in this project?"
5. Clarify Understanding: Instead of suggesting they check their understanding, ask, "Can you walk me through your understanding of the project's goals?"
6. Confirm Progress: Rather than implying they might not be on track, inquire, "What milestones have you achieved so far in the project?"
7. Evaluate Strategies: Instead of directing them to reconsider their approach, ask, "What strategies are you considering, and why do you think they will be effective?"
8. Assess Challenges: Instead of telling them to identify potential problems, ask, "What potential challenges do you foresee, and how are you planning to address them?"
9. Explore Alternatives: Rather than instructing them to think of other options, ask, "What alternative solutions have you considered, and what were your reasons for selecting your current approach?"
10. Review Decisions: Instead of asking them to justify every decision, inquire, "What were the key factors that influenced your decision on this matter?"

Each of these approaches presumes competence and awareness on the part of your team members, creating a sense of independence and responsibility while maintaining your role in oversight and accountability.

Being Deliberately Transparent
While leadership offers numerous rewards, it also presents unique challenges. One particularly tricky aspect is maintaining transparency. As a manager, you navigate confidential meetings, and are privy to early whispers of initiatives and priorities before public announcements. But this privileged information can unintentionally create a sense of secrecy and isolation among the team.

Without careful communication, this perceived exclusivity can erode their trust and confidence, leading to a disconnect. Thankfully, this doesn't have to be the case. By implementing strategies to proactively share vital information and engage your team, you can cultivate a climate of trust and inclusivity, ensuring everyone feels informed and invested in the bigger picture.

Here are some examples of how leaders can intentionally create transparency for their teams:

Monthly Priority Lists:

• Share your top 3-5 priorities for the month. This gives your team a clear direction and understanding of your focus. This helps to earn credibility.
• Explain the connection to overarching goals. Show how your priorities align with the team's broader objectives, cultivating a sense of shared purpose.
• Highlight potential dependencies. Identify areas where team collaboration will be crucial, encouraging communication and teamwork.

Openly Discussing Concerns:

• Regularly share what's on your mind. This could be anything from industry trends to challenges you're facing to exciting opportunities. Have an open conversation about the pressing thoughts that consume you at night and talk about the things that ignite your passion and excite you.
• Invite your team to share their thoughts and concerns. Create a safe space for open dialogue and feedback.
• Connect your worries to your team's work. Explain how their projects fit into the bigger picture and address any anxieties they might have.

Including Your Team in Your Work: (as confidentiality allows).

• Invite them to relevant meetings: This gives them firsthand insight into your work and decision-making.
• Share meeting notes and key takeaways. Keep them informed about what's being discussed and decided at higher levels.
• Delegate tasks that allow them to share your workload. This builds trust, develops their skills, and creates a sense of shared ownership.

Context from High-Level Meetings:

• Explain the context of decisions reached at senior levels. Help your team understand the rationale behind changes that might impact them.
• Identify opportunities for your team to contribute to future initiatives. Connect their skills and expertise to larger goals.
• Offer your perspectives on potential challenges and solutions. Encourage collaborative problem-solving and leverage their creativity.
• Schedule your team meeting after your manager's meeting. Share the latest updates while it's still top of mind.

Remember, the key is to be consistent and genuine in your efforts. By incorporating these strategies into your daily routine, you can create a transparent and inclusive environment where your team feels valued, informed, and empowered to contribute their best work.

Final Words 📖

Evolving from an individual contributor to a people leader involves a fundamental shift in focus and skills. Leadership extends beyond task management; it's about creating an environment where every team member can excel and contribute significantly. This requires a fine balance between guidance and freedom, where you establish clear goals and offer support, yet also trust your team to forge their own paths to these objectives. The real essence of leadership is in empowering others, encouraging a culture of open communication and mutual respect, and aligning individual talents with the organization's collective vision.

Effective leadership also relies on adaptability and ongoing self-improvement. As you adjust to your role, remain receptive to feedback and value the diverse perspectives within your team. This openness not only contributes to personal growth, but also enhances the team's dynamics, spurring innovation and creative problem-solving. Remember, successful leadership is not just defined by outcomes, but by the progress, engagement, and development of your team members. By embracing these concepts, you can smoothly transition from an outstanding individual contributor to an inspiring and impactful leader.

Next Steps 🚀

1. 9 TED Talks to help new managers build leadership skills
2. How to help new managers develop the skills they need most
3. 18 Leadership Books For Every Stage Of Your Career
4. 11 Leadership Articles Every New Manager Needs To Read