Lead With Confidence: A Guide for Newly Promoted Senior Managers by Ben Green

Author:Ben Green [Green, Ben]
Language: eng
Format: epub
Publisher: Rethink Press Limited
Published: 2017-01-14T00:00:00+00:00

Mission and Direction – The degree to which people know that there is an overall organisational vision with clear plans to reach it.

Organisation and Expectation – The extent to which the organisation has an understood structure and job expectations, clear roles, and efficient functioning.

If people are not clear about their own role and what is expected of them they will feel lost and unclear. They will not be able to do their best work nor contribute effectively. This isn’t because they don’t want to. It is because they are not sure how to. If the goalposts are not clearly marked, even the very best team doesn’t know how to score.

If people are not clear about what others do and what they can expect from others, then again they will feel lost and unclear. They won’t know who to talk to when they need some help and they will get frustrated if they have expectations of others that are not shared.

All of this is incredibly demotivating, especially as most people want to do a good job. It is frustrating if the organisation doesn’t have in place simple things that bring clarity and allow each person to function effectively.

You have the power to solve this for your team and create clarity about each role: what is expected of it and what whoever holds that role can expect from other people in the team.

Culture – the ‘How’ of business

Chances are that there are many other organisations, companies and people in the world who are doing pretty much the same thing as you do. There are probably other senior managers in your organisation with similar responsibilities and similar-sized teams.

The thing that makes the difference between one team and another, one manager and another or one company and another is often not what they do, but how they do it.

As the leader of your team you have the opportunity to influence the culture and create a way of working that sets you apart from other managers.

How you and your team do things creates a shared understanding of the way people want to work together, how they want to treat others and how they want to be treated.

It is these characteristics that give a quality that differentiates one company, one team or one leader from another.

Have you thought about ‘How’ you want to lead? Have you asked your team ‘How’ they want to treat the customer, other departments, each other?

Have you asked them how they want to be treated?

What difference will this make?

Make it personal

As you think about all the topics we have discussed in this chapter and start to consider what will go into your Directed Manifesto, it’s important to recognise that your manifesto needs to be meaningful to you.

Sometimes I meet clients who divorce their professional persona from their personal one. This can lead to tension and internal conflict, which ultimately leads to unhappiness. When a person is out of alignment in this way, it weakens their impact as a leader because others can feel a lack of authenticity.

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