Written by: Sally Higoe, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Entering into an unfamiliar territory always brings with it a jumble of emotions, which can certainly be intimidating... Yet, stepping into a new leadership position is both exciting and challenging. It is an undeniable milestone and transition in any career.
Leaders often possess natural skills that make it easier to navigate through the role successfully. However, even if you’re a natural leader, assuming a new role is still a challenge. It takes an average employee about six weeks to feel comfortable in their job!
As a leader in a new position, you probably will feel tempted to start making changes immediately and make an immediate impact. Unless the change is inevitable and urgent, it is best to wait. This mindset to get in there and mix it up straight away results from insecurity and the fear of being seen as not enough.
The main point for a new leader is not to impress but to make impactful decisions that will benefit the organisation. So how do you make a smooth transition while demonstrating impeccable leadership qualities?
The good news is there are steps you can take to master your new role like a boss and help you get off to a fast and effective start.
Most institutions are aware of the struggle and invest money and time in moulding their new leaders. Extended DISC assessments have proven to be a great tool for making strategic and tactical decisions. The Extended DISC Behavioural Profile is an individual assessment system that identifies the strength and weaknesses of employees. The BEST thing about ‘EDISC’ is that it measures the deeper and unconscious levels of an individual, excluding the impacts of your environment...
...It then compares this to you that shows up IN your current environment. (So... that’s you at your core, vs you that you show to the world... hmmm interesting!)
A company that uses this assessment to develop and choose its leaders enjoys many advantages:
The new leaders are effectively aligned with the company's strategy.
Leaders are placed in departments where they can perform best.
Retain valued employees and leaders.
Develop and keep improving the organisation's culture.
The employees' and leaders' potential and performance keep improving.
A better business model is designed.
The expensive turnover from revolving doors is reduced.
Most of the work needed to ease the transition is, however, not on the company but on the individual. The first role of a new leader is to fit into the position like a glove. Consider the following steps to unleash your full potential as a leader in a new role.
Be Authentic.
Nothing about you has changed from what motivates you, your abilities, decision-making skills, communication skills, and judgment. If anything, you were selected to lead because of those qualities.
Shift your perspective to fit your new role.
After celebrating your win, put effort into changing your mindset approach. Do not succumb to the temptation of incorporating your old job into your new one. You are no longer in the same position or surrounded by the same people. You are now at the top of this pyramid, looking at your former job from a different higher level. Focus on your new responsibilities, and work on having a manageable and consistent schedule.
There were mistakes made by the former bosses in the position you are currently in. Many new leaders are sometimes weak in their emotions. They might become arrogant and try hard to flaunt their prowess at getting things done better than their predecessors.
This, unfortunately, feeds into the cycle of poor leadership and fans the flames of the leader's vices.
Relate with your employees on a personal level but avoid oversharing.
The relationship between a boss and the employees ultimately influences the organisation's performance.
A good connection with the boss is a great motivation for the employees. As a new leader, share a bit about your personal life, just enough to help your team members relate more to you in person. Do not be too revealing or get overly personal. Only share your vision for the organisation when you feel you know your staff well enough. You do not want to rush into it.
To be an impactful leader, you must be inclusive in decision-making.
This does not mean that you have to implement all the shared ideas. Make everyone feel useful and heard by listening to their ideas. You can later articulate your reasoning when making the actual decision. Your employees will invest in the organisation's wellness if they feel they are a useful part of it.
As you start your next chapter, remember all leaders make mistakes and fail at some point. Do not aim for perfection as a boss, but for consistent growth. Failure is simply feedback.
If you’d like some handy useful tips on how to grow with and in your leadership role, sign up for my fortnightly newsletter here – you'll receive lots of useful advice and tricks to help move you and your team forward, towards a more successful future.
Sally Higoe, Executive Contributor Brainz Magazine
Sally is uniquely world-experienced in building resilience, emotional fitness, and quality sustainable practices in leadership. Her experience across multiple countries leading high-performing teams in high-pressure outlying remote environments has amplified her ability to know what it takes to connect a conscious leader to their team, with outstanding results.
Having spent decades on diverse projects in every climate imaginable, Sally discovered the critical aspects of authentic leadership and team alignment. She has now blended research-based, proven methodology with her pragmatic approach and ability to 'be herself' to create the transformative Align & Shine program. There, she guides formerly flustered, confused, and internally insecure leaders, to tap into their true classic selves, without the need to conform to outside pressures, helping them become bold, present, courageous, and energized leaders who genuinely connect with their team AND their business.
Sally is co-author of Resilience in Leadership, Pt 1 of the book series, leader of both community and international hardship projects, and accredited in scientifically proven Human Behavioural Profiling and Meta Dynamics ' thinking-based methodology, adding to her Practitioner of Coaching credentials.
Most importantly though, Sally, Founder of Team Resilience Method, is now on a mission to show striving leaders how to shine, gain clarity and create a ripple of positive change, from the inside out.
