Emergent Leaders Newsletter/016/ Shedding light on common assumptions new leaders make that can derail their path to leading successful teams

Read time: 8 minutes?

“We make all sorts of assumptions because we don’t have the courage to ask questions.”??- Don Miguel Ruiz?

I‘m always interested in conversations with brand new leaders about the assumptions they once held about what they thought it would be like to be a leader. You know, things like what they initially thought leadership would be like vs the reality of of their experience of it. It’s a very humbling experience for many, and with time, most find their groove. Though many others handle the “shock and awe” of the transition from do-er to leader by?adopting certain “survival” habits to get them through the day. Unfortunately, though, this latter group’s habits?tend to unnecessarily lead them struggle on many levels, which in turn decreases their likelihood of truly succeeding as a leader. ?

In fact, a recent statistic published in the?Forbes article, Why Most New Managers Fail and How to Prevent It , states that 60% of new managers fail within 24 months of taking on their new role. Not only can this have?ruinous impacts to these individuals' careers, but when leaders struggle, it also has tremendous negative trickle-down effects on their teams.

?

Assumptions can either serve us or misguide us. They can be useful in that they give us the confidence to make decisions in a more timely manner. For example, without making assumptions, a leader would have to investigate and fact-check absolutely every little detail prior to?making all their decisions, which is simply unrealistic considering the sheer number of decisions a leader must make every?single day.??

Assumptions can also give individuals the confidence to step into new roles or?situations. For example, when an individual takes on a new role, they tend to immediately start imagining what it’s going to be like to be in that role, and planning and acting on their duties based on many assumptions. Assumptions can help propel us forward?without getting bogged down by all the details all the time.

As beneficial as assumptions can be, if leaders?lean on them too heavily, they can also be detrimental to their?ability to relate to and collaborate with others, and impede their ability to make better decisions. When leaders step into their new roles with blinders on,?it will most likely lead their team members to perceive their them as closed-minded and/or disconnected?from?others.?

Below I’ve made a list of some very common false assumptions I encounter with many new leaders and explain how these beliefs often impact their ability to lead effectively. I will then follow up with a simple “fix”, action or mindset shift that can help open a new leader’s eyes in hopes to help them strike the delicate balance between using their assumptions and collaborating with others.?

?

Assumption #1: Micromanagement is necessary for success. ?

New leaders may believe that closely monitoring and controlling every aspect or minute of their team's work is necessary to ensure high-quality results. We’ve seen this post-Covid with some employers using tracking software on their employees' computers. However, excessive micromanagement can demoralize team members, stifle creativity, impede their ability to take ownership of their work, not to mention feel like they are being treated like children rather than the skilled professionals that they are. ?

Fix #1: Assume the best of your team members. Unless there is a specific performance issue, let your team members do their work. By maintaining regular contact with each team member, through weekly 1-to-1's for example, you are much more likely to get them working from a place of engagement than a place of compliance. If there is a performance issue, then you have 2 choices: either support them better OR support them in their hunt for a new employment opportunities, but do NOT punish the whole team.?

?

Assumption #2: Being the boss?means you know best.??

Some new leaders, particularly if they were promoted from within the team, may feel the need to prove themselves to direct reports that used to be peers or co-workers. This can show up as always having the answer or?by personally taking charge of all tasks. This can lead to an overwhelming workload for the leader, preventing them from focusing on strategic priorities, and undermining the team's development and autonomy.

Fix #2: Leaders don’t have to know it all – but they do have to know how to get everyone on their team to work together to achieve greatness. Being a leader means you take responsibility for the work the team outputs. Being a leader does not mean doing all the work.?Leaders should stick to their own?role’s priorities and offer support to team members who may need a helping hand. Yes, this requires a lot of trust in teams. Best to start working on that trust now by working on relationship-building with all team members. ?

?

Assumption #3: Team members should “just know”. ?

New leaders might assume that their team members have the same level of knowledge and ability they do. This assumption can lead to unclear expectations, insufficient guidance, and missed opportunities for mentorship and skill development within the team. This is especially prevalent if the individual has been with the organization for a long time, but?have team members whom?are brand new to the organization and are completely unaware of the more “nuanced” way of doing things.??

Fix #3: Repeat after me: “None of my team members are mind readers.” Don’t assume they always know what do to, how to do it, who to involve and how to plan out their work. Communicate your expectations and have them repeat in their own words what they understood from your vision, and adjust as necessary. Trust me, it will save you a lot of frustration and time.?

?

Assumption #4: Being fair means treating all team members the same. ?

All team members have their own unique skills, strengths and preferences. Some individuals may need extra support or clarity in certain areas compared to others but may be?particularly strong in areas where other team members may struggle. By not understanding or leveraging the unique strengths and preferences of each person, new leaders can inadvertently hinder productivity and demotivate high performers.?

Fix #4: Talk to your team members. Understand what their base skill sets are, find out where they would like to grow. You will get much more engagement from each of them if you let them follow their energy.?

?

Assumption #5: Too much communication will annoy my team members and take up too much of my time. ?

New leaders may underestimate the importance of clear, proactive and open communication. They might assume that their team members understand their expectations without explicitly communicating their expectations to them, leading to misunderstandings, delays, and subpar performance.?They also often make the assumption that team members will reach out if they need help, though the power differential between a boss and their direct-report means people are much more hesitant to admist they need help than leaders would like to hear. ?

Fix #5: See fix #3.?

?

Assumption #6: Relationship-building is fluffy and is a waste of time. ?

New leaders might focus solely on task-oriented matters and overlook the significance of building positive relationships and fostering a healthy team dynamic. Neglecting team dynamics can lead to conflicts, poor collaboration, and a lack of trust among team members.?

Fix #6: Identify each of your team members’ area of genius and remind them of how important their contributions are to the team and to the organization’s big-picture success. It’s also important to find out what type of reward would be best appreciated. For some it may be taking an hour or two?off, another may prefer a coffee card?while others may appreciate a public display of appreciation, such as “employee of the month” award. Get to know your people and what makes them tick.?

?

Assumption #7:?A one-size-fits-all leadership approach is best. ?

New leaders may adopt a “textbook” leadership style they are comfortable trying on for size, without considering the unique needs and characteristics of their team members, such as the adapting to each team member’s?level of “neediness”.?I totally get it - everyone has to start somewhere. Though new leaders should allow for some space to adapt their leadership approach.

Fix #7: Is meeting individuals where they are at and helping them grow to advance their careers a necessary aspect of your role as?a boss? Probably not – but it is one of the most appreciated leadership traits reported by employees. If you want buy-in and increased engagement from each of your team members, show you care by helping them achieve the levels of success they dream of.?

?

Assumption #8: A leader must have all the answers.?

Some new leaders may feel pressured to have all the answers and solutions. However, effective leaders understand the value of seeking input from their team, fostering a culture of collaboration, and empowering team members to contribute their ideas and expertise. ?

Fix #8: It’s ok to say, “I don’t know, but I can help you find out!”. Another way to look at leadership is by comparing?the leader to?a maestro leading an orchestra or sports coach. They direct but?rely on the output?of every musician's or athlete’s highly specialized skill – from a distance. You don’t see the maestro darting around the orchestra, playing different instruments, just as you don’t see coaches jumping in plays during games. Also, see fix #2.?

?

And last, but certainly not least: Assumption #9: If I just put in more time, I can get through this list of to-do’s. ?

I hate to be the bearer of bad news, but you will never get through your list of to-dos. Yet new leaders often put excessive pressure on themselves to excel in their roles, leading them to neglect their own well-being and personal growth. This can result in burnout, reduced effectiveness, and negatively impact their ability to lead and support their team.?

Fix #9: Rather than begin by writing down an endless list of to-dos, new leaders should start by identifying their priorities. If core priorities are addressed, the rest becomes fluff and can more easily be weeded out. While many?individuals would claim to be overworked (and some absolutely are), though I challenge that many others lists of to-do's?could use some major editing. You must be able to carve space for rest and leisure so that you can refill your buckets and show up as your best self. ?

?

Regardless of the assumptions new leaders hold onto when stepping into a new role,?they should always prioritize stepping into situations with a curious mindset. Using open communication, asking open-ended questions, seeking feedback, fostering relationships, investing in their own development as well as that of their team’s, and making space for rest and leisure - AND having a structure in place to make space for all the above and other responsibilities will increase their likelihood of success. The faster new leaders understand this, the more quickly they will settle into a healthy and productive leadership routine while still establishing a climate of trust and psychological safety, in which everyone can thrive.?

Did any of these assumptions resonate with you??

What assumptions did you hold about leadership when you first stepped into a leading role? ?

How long did it take for you to learn these lessons??

If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call ” to discuss your goals and see if working with a leadership coach might be the way to go.