How to start your new leadership role with a bang!

It starts with slowing down… I know weird!

Starting off in a new team, or leading a new department can be overwhelming. It's a lot. There is internal turmoil (hello, imposter syndrome), human complexities, and, the pressure of results. All at once.

In fast pace environments, your new role was needed yesterday, you need to get onboard fast and deliver results fast. So my first point is going to feel counterintuitive.

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1. Observe: take your time & refrain from giving your opinion

When we are in a new situation, the impulse to assert and validate our worth is really hard to shut down. It requires a lot of awareness and self-discipline.

Taking time to observe will help you zoom out and get the high-level vision you need. It will reduce the noise of everyone pushing their agendas and allow you to see the things no one else can since they are so deep in the fine print. That is your number one asset as a new member, you are seeing things others don’t.

Refrain from giving your opinion or fixing things straight away though. People will ask questions and you need to get comfortable saying that for now, you are observing, give a timeline for upcoming updates to put these questions on pause.

Take time to observe and assess the following:

- What is the team level of motivation, involvement, and functionality?

- What is broken, what is working very well, and why?

- What are the expectations for your role (from your direct reports, from their reports, from partners, and from your managers)?

2. Meeting sprints: be curious & really listen

Take time to get curious and ask questions. The best managers upon their arrival invest in 1:1s with direct reports and their direct reports. They also take time to meet with their peers and partners. Basically, anyone you are going to work with you should meet.

Be mindful of people’s time, ask them if they have the space, set a clear agenda even if it’s just getting to know one another, and book short time slots, especially with people who are not on your team.

With team members, I’d say you need to meet for at least 45 minutes depending on your industry and role. It saves a significant amount of time to know your team well, to understand their 5-year plan and how it fits into your team goals.

Questions you can ask:

• What is important to you, and what are your goals long term?
• What is something you did very well in the past year?
• Where would you like to get support?
• What do you think is working well, what do you think needs improvement?
• What's urgent for you?

Really listen and make sure to check in on the things they shared in the following weeks, it will build trust. If you tend to forget, take notes and set reminders.

When asked for answers, ask your reports what they think should be done, and give them a chance to show you their way of thinking by asking them the rationale behind what they recommend.

3. Lead the way: Inspire, be kind, energetic & positive

So simple, yet it is disregarded too often. Be the person stakeholders feel good talking to, they should leave team meetings and 1:1s feeling energized and motivated. We tend to match people's energy and feelings, so if you show up positive, that impulse will be followed.

Inspire people by setting a great example.

Under no circumstances gossip or engage in negative patterns. Be as neutral as one can. Gossip in social circles is used as a way to create bonds, don’t be fooled, it is the best way to get stuck in some awful patterns and reduce trust.

4. Trust yourself: ride the learning curve and trust your guts

You got here for a reason, you are qualified. As in any new space, you will have a big learning curve and will need some tests & learn, likely there will be a fail or two. A growth mindset requires being at peace with failing and learning from it, to be able to move fast.

Failing is humbling and owning your mistakes and your team's ones will set a great example of how to move past them. Address mistakes as learnings and create redirection plans from them.

If you own mistakes, don’t forget to celebrate wins too. Celebrate your team members and their accomplishments, and be proud of yours.

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Overall, take your time. Your imposter syndrome or fear may urge you to react quickly. Leading requires time. Build lasting relationships by walking the talk, getting to know the people you are working with, and showing work and human ethics. Of course, you'll need to deliver, but you already know that part, you would not be in this new role otherwise!

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If you want to explore leadership coaching, reach out in DMs, tell me your role, the biggest roadblock you are currently facing, and what you love most about your job.