In my last blog, Becoming a Leader, I shared that self-awareness is the first step in becoming an effective leader. This means understanding your strengths, values, accomplishments, development areas AND…recognizing (and admitting) any beliefs and behaviors that may be working against you. These are what I call your internal barriers; the “show stoppers” that are preventing you from getting to where you want to be.
Here are some examples.
You’ve been unhappy for several years in your current role. You’re bored. You know you have more to offer, but you don’t see yourself getting an opportunity to do so in this organization. And you can’t seem to crank up the initiative to look for an opportunity elsewhere. What’s holding you back? Fear of change? Self-doubt? Difficulty selling yourself? Procrastinator?
For the second time in the past 5 years you’ve been passed over for a promotion. You work hard. You know the organization. You always hit your goals. Yes, maybe you’ve had some difficulties with other team members, but only because you care so much about things being done the right way. What’s holding you back? Perfectionist? Short-tempered? Controlling? Confrontational?
You’ve just come back from your annual review meeting with your leader. For the first time in your career, you’ve received less than a stellar review. You sat there in a fog of phrases like “deadlines missed,” “disappointing results,” “lack of commitment.” You can’t believe that after all you’ve done for this company, the long hours and lost vacations, that it has come to this. What’s holding you back? Difficulty asking for help? Lack of work/life balance? Burn out? Stress management?
OK. Now it’s your turn.
As you think back over your career, what are the internal barriers that have prevented you from getting to where you want to be? These may be beliefs or behaviors you recognize in yourself, or ones you’ve learned about through feedback. Be brutally honest with yourself. That’s the only way to GET REAL about them and start dealing with them.
Write them down. Choose from those I’ve mentioned above, or from the list below or add your own. The important thing is to identify, acknowledge and admit them!
Here are some additional common internal barriers to consider:
Difficulty with authority
Fear of making the wrong decision
Lack of focus
Poor judge of others
Worried about what others think
If you completed the values exercise from last time and now have identified your internal barriers, you are on your way to building self-awareness.
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Till next time,
Studies show that nearly half of new leaders do not receive any leadership training. This is both unfair to the new leader and detrimental to the organization.
Most people are promoted into their first leadership role as a result of their high performance as an individual contributor and/or because of their technical skills. Yet what has helped them succeed as an individual will not necessarily contribute to their success as a people leader – where the challenges and responsibilities require a different set of skills.
New leader training needs to be a key component of every organization’s learning and development plan. And it should not be just a one-day event around policies, performance reviews and disciplinary actions. It needs to be structured in a way that gives participants time to apply their learning, receive feedback, and get the ongoing support necessary (mentoring, coaching) to grow into the next line of senior leaders and executives.
With that being said, it is EQUALLY important that new leaders – and leaders at all levels – proactively share the responsibility for their own development. Ya gotta put some skin in the game.
In my recent survey of senior leaders, the PeopleThink Leadership Journey Survey, many respondents said they wished they had spent more time on leadership development early in their career. “I wish I had invested in myself earlier in the journey. It would have accelerated the impact I could have on others had I been more aware and insightful.” “I would have started sooner to allocate more time to work on my leadership competencies.”
So, if you are new to a leadership role or working toward becoming a leader, what can you do to prepare?
Start by becoming self-aware. This is what I call the inventory stage of leadership development, and it’s a key component of my GET REAL Leadership Program. Understanding your values, competencies, accomplishments and those behaviors or beliefs that have (yes) worked against you is the first step on your journey to becoming the leader that only you can be.
Let's begin by Defining Your Values. This is an extremely important step in clarifying who you are or want to become as a leader. Your values – those things that are non-negotiable for you – will be key to guiding your behaviors and decisions on your leadership journey. Have you defined your values? If not, here’s a 10-minute exercise that will help.
On a sheet of paper, write down one-word descriptions of all the things that are important to you at work and in your life. Here are some examples: Appreciation, adventure, balance, challenge, competition, dependability, empathy, flexibility, fun, health, humility, independence, influence, kindness, knowledge, learning, power, prestige, quality, safety, risk-taking, success, teamwork, visibility, wealth, wisdom. Now go back and circle 10 that are the most important to you. Review those 10, and then put a star next to your top 5. These are your TOP 5 Values - the non-negotiable things you must have in order to do your best. Keep them visible. Use them as a guide to ensure that what you do, what you say, and what you decide aligns with your values.
The next step in becoming self-aware is identifying internal barriers that have prevented you from being who you want to be. We all have them. Calling them out helps us overcome them. Tune in next time to learn more.
Till next time,
Imagine yourself in the shoes of someone who has just been promoted to their first leadership role. This may have been you some years ago. Or perhaps you are early in your career and it’s something you aspire to. Either way, chances are you felt/would feel: excited, proud, curious, and maybe just a tad bit…anxious. What’s expected of me? What will change? Will I succeed? How…do…I…lead?
As I discussed in my last blog, Sink or Swim is Not Leadership Development, all too often new leaders are thrown into the role and left to their own devices for answers to these questions. Expectations are not clarified until the unspoken goes unmet. No preparation for the change in peer relationships and broader accountability. And the answer to “how do I lead?” usually becomes, “the way I’ve been led,” which isn’t necessarily the path to success.
Organizations need to give new leaders a strong start with a well-defined and consistently implemented leadership development program. In the course of my career, I’ve created and delivered many leadership initiatives. Here are what I’ve found to be “best practices” when developing new leaders.
Duration. Conduct the training over at least a 6-month period to allow for shorter sessions, application of new learning, and feedback. Learning is a process, not an event.
Mentor. Each new leader should have a seasoned leader mentor. Ideally, this is someone other than their immediate leader.
Commitment. Both the new leader and their immediate leader sign a contract committing to the development program. The new leader to participate and complete it, the immediate leader to support and reinforce the learning.
Regularly scheduled short workshops. These can be weekly or bi-weekly, but should be regularly scheduled over the course of the program and a priority for all involved. (This is where the commitment comes in). For weekly workshops, I recommend two hours on the same day each week. For bi-weekly, you may want to go a little bit longer. Topics should be built around what it means to be a leader in your organization – expectations and responsibilities, managing vs. leading. I also recommend including sessions on effective communication, resolving conflict, team building, coaching employees, and transitioning from peer to leader.
Self-discovery workshop. The best leaders are self-aware. Giving new leaders the opportunity to understand themselves – how they communicate, how they interact, how they are likely to lead – early on, increases the likelihood that they will adapt successfully to the role. I use the Lumina Spark assessment for this. Done in a workshop setting, it also helps leaders gain a better understanding of others, which will help them successfully lead the individuals on their teams.
Individual Development Plans. Throughout the program, participants should be receiving regular feedback from their immediate leader as well as guidance and feedback from their mentor. Upon graduation from the program, each participant should work with his/her leader to identify strengths and development areas to create a 12-month IDP.
A few other components I’ve also used in the past with positive results are: a syllabus of reading materials – books, white papers, articles, on leadership topics; having participants work in teams to research and present on one of the topics outlined in the program; and creating a “New Leader Forum” where new leaders get together to share issues and ideas, with alternating senior leader facilitators.
“Winning companies win because they have good leaders who nurture the development of other leaders at all levels of the organization.” — Noel Tichy
Till next time,