The First Passage in Leadership Pipeline (From Managing Self to Managing Others)

The Leadership Pipeline?is a must read book for all HR professionals, Leaders and Managers. It talks about the major 6 passages of Leadership Development and Succession Planning within an organization.

Today I want to talk about the first turn i.e. transition from an "Individual Contributor" to "Managing Others" role. One needs to build the Emotional strength as she/he takes on tasks of increasing Complexity and Scope in this turn. The set of Skills, Values/Behavior, Application etc. required for this level is very different.

What are the jobs & the required skills/values for the First Time Managers ?

1.Tasks - Defining, Assigning, Delegating the work to be done -

Skills required : Job design, Planning, Organizing, Choosing People, Delegating, Judgement & Decision making, Regular Reviews and Follow-ups, Problem Solving, Measurement, Rewards & Motivation, Coaching, Interviewing & Hiring Skills.

Values required : Intent to have the right discussion with the right people, Willingness & Patience to Spend Time & Effort on people to enable their performance.

2. Task - Enabling Direct Reports to Do the Work -

Skills required : Able to pay attention, Ask the right questions to the team members, Monitoring work, Able to deliver Feedback, Broader thinking, Wide Perspective.

Values required - Just be available (both physically & emotionally) for the team members. Be Approachable & Accessible. Building mutual Respect & Support, Demonstrate Personal Integrity.

3. Task - Building Social Contracts (Vertical & Horizontal) -

Skills required - Socializing, Networking, Competent Communicator.

Values required - Build Trust & Open lines of Communication both vertically & horizontally. Intention to Build rapport & relationship with internal & external stakeholders.

Manager title does not only stand for Status. It means a set of work requirements. A high performing individual performer needs to imbibe the subtle values required as a genuine interest in the success of others, interest in learning, ability to apply what is learnt.

The organizations can support the First Time manager to complete the transition in the following ways -

Observation & Feedback - Diagnose individuals who, while working hard, may be showing inappropriate leadership (e.g. doing work that their subordinates should be doing, thereby ‘clogging’ the leadership pipeline). Share Feedback at the right time. There’s no substitute for one-on-one coaching from the first-time manager’s boss.

1. 360 degree assessment, Coaching & Gap Analysis - A combination of 360 degree feedback can identify the gaps between the expected & demonstrated skill/value.
2. Peer Learning & Partnering - Organized discussion with peers on specific skills.
3. Meeting, Reading & Travel to other locations.
4. Formal Trainings on specific skills required.

Transition from Managing self to Managing others require both Quantitative & Qualitative skills. Getting results through others without overpowering them. Many a times the pipeline clog & the leadership fail due to lack of awareness & preparedness. New managers end up competing with direct reports & start to micromanage things. This can lead to negative outcome & disasters. Hence it is important to be familiar with the skills, time applications, work values demanded by this passage. Therefore this book gives us a wonderful insight on managing the transition & support required at this stage.