This post is inspired by Ram Charan’s - 'The Leadership Pipeline’. Ram Charan talks about different passages of growth which an individual goes through in an organization or the many organizations he/ she works through..
I particularly got glued to the chapter where he talks about the passage from ‘Managing Self' to 'Managing Others’. I completely identify and agree when he says that individuals ‘recognize this transition intellectually but reject it psychologically…’
For a detailed and enlightening information, I would suggest that this is a must read for all professionals… for the ones who might forget to buy a copy of this book… here’s a bird’s eye view of the shift in value system required for the above Level 1 transition...
How do you define Level 1 transition?
When you are recognized as a successful individual contributor in the organization who produces profitable results, you are promoted to the 1st line manager…now you get a team to work with you..More than half of your time is dedicated to ‘managing’ rather than ‘doing’
Key Value Shift
From getting results through personal efficiency to getting results through others… It’s easy to fall in the temptation of doing things yourself. It sure is faster, but pause… is it the most effective… would you be able to manage larger roles and responsibilities alone… Absolutely not… Trust and train your team.
Team success over personal success… As a manager, a value shift of team over self is absolutely essential. Remember, your appraisal would depend upon your team’s success story rather than your individual performance.
From relationship building for personal results to relationship building for team’s success … Indulge in workplace socialization. You should engage in relationship building with your boss, direct reports, peers, customers, cross function employees for the team’s benefit. This exercise would build trust and would keep the communication transparent and flowing.
Avoid overpowering direct reports with your expertise… Coach and guide your team.. assess the situation and chose the role of a coach, a mentor, a guide, a boss or a peer. Allow them a certain amount of latitude in the way they carry out their assignment… your role is to observe, monitor and provide feedback.
Be available… both physically and emotionally… Remember, being approachable is crucial to your leadership role. Your body language, attitude, speech should exuberate positive vibe… a feeling that you are not just present but actively present for them.
True it is the responsibility of the Human Resource or the L&D function to train the 1st line managers, but I feel that the responsibility also lies with the individual to absorb and adapt the change in behavioural values. If individuals are not made aware about the importance of shift in value systems required with each leadership role, it definitely would result in, as Ram Charan puts succinctly, ‘clogged leadership pipeline’.
This is the first in the series and I intend to share all the six passages of leadership mentioned by Ram Charan in this fabulous book. Stay tuned:-)
