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What Happened?
In starting to work with a new manager, a key and yet sometimes overlooked subject to talk through is specifically why and how he was promoted. Each manager's circumstances differ, of course, but three characteristics often factor into promotion decisions; he demonstrates skill in generating valuable and impressive business results, shows higher than average desire for control and authority, and gets along well with others. 'Gets along well' usually means avoiding controversy or confrontation and using an interpersonal style focused on ingratiating himself with seniors and keeping things calm and predictable with peers. Paradoxically, as we will see, these characteristics can make it tougher to transition from individual contributor to leader.
At The Launch Pad
As a coach, why would she bother to focus attention on his control needs? This may be her first step in helping him 'put on the brakes' to worry less about his individual performance and more about connecting in meaningful ways with each of his reports. She anticipates that he has an almost instinctive tendency to want to burst forward to 'get going' to demonstrate his value. She responds by highlighting his need for first doing homework to determine, for example, who in the organization he needs to know, what his team is like, and the kind of culture is he now part of.
One of her coaching goals is to help him avoid problems that are self-defeating. For example, under new and higher stress, he is guided by her to steer clear of his tendency to depend on and lead with formal 'position' power. Instead, she encourages him to foster connections and so to influence his reports. Ironically, at his new level in the organization, balancing his interest in power with interest in understanding and supporting people is critical and non-negotiable.
As he lands in the new job, it is invaluable to earn others' respect -- instead of simply expecting it. Here she coaches him to accept the reality that he will not have all the answers and, more importantly, that there is value in his taking on the mindset of a learner. She reminds him to reach out to others for advice and information, empowering his team and using their collective wisdom while easing tension and initiating relationships.
He may operate from a misconception -- he is supposed to push or drive reports to comply with his agenda. Eager to highlight skills by moving things in a different direction, he unfortunately may be too prescriptive and pedantic with people. This can backfire, building resentment and resistance. Here she offers him an alternative approach -- investing time and energy to learn what his reports want and need so they become more comfortable and trusting with him. Taking nothing for granted, she is careful that he includes former peers in this process. She differentiates 'influencing' from 'mandating' for him, illustrating why the former is more effective and longer-lasting. As such, she helps him focus on building authentic relationships to have a necessary platform for attracting, inspiring and bringing along people.
Under new kinds of pressure, control needs may also compel him to rely even more on familiar behaviors that helped him get the new job position in the first place. Once in the position, however, these behaviors limit his impact. For example, as an individual contributor, he was undoubtedly rewarded for performing well and producing results -- with less emphasis on carefully listening to and observing others. Yet these latter skills help set the foundation for what he obviously needs now -- success in working through and with others. Over time, she helps him uncover attitudes and behaviors to stop, start, increase or decrease. She also builds his awareness of his own resistance to change, the first step in working through the resistance so he has a realistic chance to grow and develop.
Quick Study Hazards
Typically the new manager is viewed by others and himself as bright with high potential. Ideally, he shifts into his new role with the help of a thorough, organized on-boarding process. In reality, business needs come up and consume other people's time and resources so he arrives for work almost completely unprepared. Beware of the popular fallacy often relied on here -- that since he is a 'quick study' he can be expected to overcome any hurdle and come up to speed fast.
Even a 'quick study' can be in for a rough ride. Likely for the first time, for instance, he simply won't have enough waking hours and energy to get everything done -- much less to complete every task with the excellence he has come to be known for. At the same time, he suddenly is expected to think holistically, connecting the dots to see how his and others' decisions affect the entire organization and its market position. It strikes him that, while completing his tasks is still critical and expected, building morale and energy in reports is even more important and yet unfamiliar to him. Sooner or later, he also grasps how dependent he is on his team; it is unsettling that he alone no longer determines his success. Despite fine skills, he is humbled by his interdependency with reports. Their lack of commitment or focus may now get him fired.
Authority and Relationships
As a knowledgeable coach, she expects him to have different levels of interest in two areas: applying authority and building relationships. She works with him to clarify his interests and, more importantly, to understand his resulting attitudes and behaviors and how best to navigate with them. For example, high authority interest and low relationship interest may predispose him to 'over supervise'. This in turn could encourage reports to withdraw and disengage. Unsettling questions could be come up for reports (e.g. Am I just a means to achieve his personal agenda? Is he really using me or is he genuinely capable and interested in helping me achieve my agenda, too?) that damage morale and trust.
Alternatively, low authority interest and high relationship interest can predispose him to steer away from inevitable and necessary confrontation. Perhaps he overvalues being liked and so hesitates to give constructive but sharp criticism to reports. They in turn wonder if he is capable of leading or if they can respect him as proficient and worthy of his new responsibilities. In either case, she partners with him to build his self-awareness and to guide him to behave and think in ways that compensate for and balance his interests.
Managing Up
While leading his reports is new and confusing, he is simultaneously challenged to work effectively with his new boss by balancing two powerful, competing needs: impressing his senior with better than expected results and with little to no need for 'handholding', and learning his new job quickly and quietly to minimize chances of looking incompetent. 'Learning his new job' means, for instance, finding ways to avoid corporate politics and other barriers or getting advice on what to do to generate momentum for career advancement. His coach starts by helping him identify and then question generalizations and assumptions about his boss, his organization, and what it means to be effective in leading. For example, she points him toward learning about his boss's unique characteristics and experience and how they shape his views on working with or promoting reports.
New Yardsticks
The current and future effectiveness of a new manager can be markedly affected by timely care and expertise offered from his boss, mentor or coach. Energy and attention invested in him can set his career on a positive path -- with a fine ROI expected for his firm as well. Overall, with the benefit of this support, he is more likely to learn new and necessary perspectives and behaviors. These, in turn, position him to discover and progress along new and meaningful measures of professional success.
