I am always thankful for the opportunity that Social Networks present to consult with colleagues and experts from around the globe. Recently, I used LinkedIn’s ANSWERS application to ask:
What are the main things new leaders (juniors) need to succeed at their jobs?
I promptly got some excellent answers. One came from Ian McCalister, Director at Ajiri in the UK. I rated his answer as best and there are many things I enjoyed about his take on the subject. For one, his comment started with: “One skill older people possess far more over younger people is simply summarised as people skills, and most specially: listening. I have met many older people who don’t have as many ideas as younger people, but they get far more done because they can garner support for implementing the ideas they do have.” Ah, yes. Getting your team to back you up. Nothing like truly listening to them to establish a sustainable relationship that will take you through the challenges ahead! A trusting relationship is definitely a must-have for leaders old and new. He goes on to focus on the importance of delegation. Can’t lead without it! And also reminded me that the task at hand is only a part of the equation a leader must tackle. The other part is that there are ways that you can “accomplish the headline task” but fail the team. If you can get it so that those people are counting on you, you better rise to the occasion!
John Caves, a Senior Manager at Charles Schwab, commented that “New managers need to learn to gather information from their network. Most new managers are paralyzed by the fear of asking a “dumb” question.” How true that is! One of the things that a person taking a leadership position needs to find out quick is who she can go to for what and how can she use the networks available to her for quick and trustworthy responses. The really dumb thing is to act as if you know it all or do not require anyone’s assistance. Asking for help, in the right way, and giving it freely ensures a healthy helping of mentors and collaborators around you and your team.
I truly value and aknowledge young talent and the force they become in any human project. Into my writings about MENTORING and such, some people have read that I prefer experienced leaders to younger, new ones. Nothing further from the truth. Coming from an educational background, I love to collaborate with people younger than myself. The enthusiasm they bring to the task at hand, the unclouded vision, the drive, are all elements that are significant for life in general, and organizations in particular. And of course, true leaders come in all shapes, sizes and ages!
How would YOU answer the question?
NOTE: I am of course in awe of the array of other great answers to the question, so if you are on LinkedIN, please take your time check out the whole discussion.
Maria,
Another substantive, stimilating question from you on LinkedIn, in addition to the one about microexpressions! I’m delighted you have a blog, which I’ve subscribed to. Clearly you have a gift for framing questions that get people to reflect on what they know and how they work.
Thanks and best regards,
Susan
Susan, Thanks for your interest and your subscription! I hope to hear from you soon, again!
If you are following this blog, here is another great post on the subject of Leadership from my friend Randy Hall: http://4thgearconsulting.com/blog/?p=373&cpage=1#comment-107
Monica,
you bring up a great point here about getting the information you need to lead effectively. So many leaders feel like they have to have all of the answers and when we think that way we stop listening to others. Leadership without honest feedback from our team is like, well the blind leading the sighted – quite the challenge.
Great post – keep writing.
Randy
Randy and John Caves (whom you mention in your post) have hit a key point. New managers (and a lot of senior managers) show up with the idea that they’re supposed to be the one with the answers. That’s an artifact of the day when greater wisdom and knowledge was concentrated at the top of the org chart, when most supervisors were foremen who knew the job better than the people who worked for them. It’s reinforced by an educational model that has the teacher being the leader who has the answers and the students being followers whose job is to come up with what the teacher already knows.
In a knowledge economy, that model is dysfunctional. In most knowledge workers situations whether claims adjusters in a call center or research scientists or cops on the street, knowledge is broadly held and should be shared. The manager’s job shifts to drawing out knowledge and perspective and, in most cases, making final decisions as needed.
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