Congratulations! You're Now Leading Other Managers. Now What?
Thinking of taking on new scope and leading more managers? Read this first!
It was a Tuesday morning. I was coming from back to back meetings. Somewhat lost in the hallway not sure where to be next. I was sure I was running late for my next one though. As I walked with my laptop half open in one hand and trying to flash my badge on the other to get to the other side of the building, someone called out to me. There he was. I was meeting this manager from another group. An emerging and a shrewd leader who has just taken on additional responsibilities in his organization. He has been a mentee for some time.
We sat down to talk about his new scope of responsibilities. As we talked, I learned he is managing managers at the same level as he is. It is not uncommon to see such setups. However, this isn’t also what a new manager-direct might like. They tend to see it as growth limiting for all practical reasons. Nothing new about it. However, in this case, I noticed my mentee, the manager of the manager was himself feeling uneasy. In the rest of the post, let’s see why that was the case, draw more insights and discuss actions the manager can take to maximize his setup and make it successful for his team. Shall we?
Now, it's natural for a manager who is suddenly entrusted with overseeing managers at the same level to feel a bit uncertain. It can be a challenging situation, but with the right approach, it can also be an opportunity for growth and development. As we continued to chat, I realized my mentee was operating inwards. He showed up as a big owner, took on additional scope but was operating within the powers of his current level. To truly harness the power of his new scope, he had to elevate himself and operate somewhat at the next level.
As an example of how he was operating inwards, he shared how he encountered uncertainty regarding who would receive credit when his direct report delivered a project successfully. This uncertainty led him to default to a more hands-on approach in managing his direct reporting manager. Unfortunately, this approach was perceived as micro-management by his direct report.
Remember the words of Simon Sinek: "Leadership is not about being in charge. It is about taking care of those in your charge."
Clearly, my mentee manager had to find a balance that allows for effective management while fostering autonomy and growth in his team members. In this new position, he needs to recalibrate his operational compass and shift his focus to leading at the next level. Instead of being heavily involved in day-to-day operational activities, he should assume the role of an observer from a balcony, actively seeking roadblocks and acting as an enabler for his team. To navigate this transition effectively, here are a few practical steps the manager can take to maximize this setup:
Shift Your Perspective: First and foremost, embrace the new role as a strategic leader. Focus on the bigger picture and long-term goals, rather than getting caught up in the minutiae of day-to-day tasks. Adopting a broader perspective will allow him to identify potential roadblocks, anticipate challenges, and proactively support your team in overcoming them. Henry Ford, famously said: "Whether you think you can or you think you can't, you're right." This is the time you fake it till you make it.
Delegate and Empower: Entrust the direct reporting manager with more autonomy and decision-making authority. Delegate operational tasks and empower them to take ownership. By doing so, you not only free up your time but also demonstrate trust in their abilities, fostering their professional growth and boosting their confidence. Now, my mentee has been saying they’re delegating. However, he feels his direct report however wants more and wants to 1-up. This situation tells me they’re both not talking the same language i.e., A working agreement to set and understand expectations. This will help setup personal goals for his direct, an active conversation of the ongoing performance and a good view of the objectives.
Provide Guidance and Support: Earn trust by providing guidance and support. Balance when to provide support and when to provide feedback. Likewise, instead of being involved in every operational detail, concentrate on providing guidance, support, and resources to the team. Be available as a mentor and coach, offering insights and expertise when needed. This way, you can leverage your experience to guide your team members and help them navigate challenges effectively.
Foster Collaboration and Alignment: Encourage collaboration among the managers you oversee. Facilitate regular meetings where they can share insights, exchange best practices, and align their efforts. By promoting a collaborative environment, you enable your team to tackle complex challenges together, fostering innovation and synergy.
Develop Your Strategic Skills: Invest in developing your strategic leadership skills. Seek opportunities for professional development, such as attending relevant workshops, reading books on strategic management, or connecting with mentors who can provide guidance based on their own experiences. This will equip you with the tools and knowledge necessary to excel in your new role.
Remember, as a manager leading other managers, your primary focus should be on enabling your team's success, removing obstacles, and fostering a cohesive and high-performing environment. By shifting your perspective, empowering your direct reporting manager, providing guidance and support, fostering collaboration, and honing your strategic skills, you can effectively lead your team to achieve outstanding results.
I hope these practical insights assist any new manager adapting to their new role and maximizing their impact as a leader. Cheers!
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