Every stage of a career has its ups and downs. Having a growth mindset in which you’re willing to be stretched and learn from each role is what’s most important in the long run, in my opinion. It keeps you engaged and motivated in your work. At least for me, striving to be better and seeing improvement over time enhances the fulfillment I experience from my career.
However, one of the most challenging transitions in my professional life was making the leap from being a senior-level contributor to managing other people. Most companies invest very little time in preparing employees for this transition, and I found much of the training available at the time to be outdated or impractical. (It has improved significantly in the past decade, thankfully.)
These three actions—along with a lot of trial and error—helped me become a more effective leader and are what I encourage future leaders to do as they prepare for that first promotion into management:
Study other leaders. I was lucky to have some incredible bosses early in my career. They taught me not only marketing strategy and technical skills but also professionalism, creativity and compassion. They assumed positive intent of others and nurtured potential in their teams. I observed how they handled conflict with colleagues or navigated tough client conversations, and I tried to mirror what they modeled. However, you can learn just as much (if not more) from bad bosses. Pay attention to not only what they say but also how they say it and how they make people feel. Write a list of the traits you want to be sure not to emulate as well as the positive characteristics displayed by the leaders you admire.
Commit to lifelong learning. The leaders I respect most are always lifelong learners. They read constantly, listen to podcasts and make time for reflection. They aren’t merely students of their craft but of the world around them. They prioritize relationships, travel and hobbies because these things challenge your thinking and build empathy. A commitment to continuous learning will not only cultivate new skills and keep you relevant but also make you a more effective manager who can adapt to the dynamic environments in which you lead.
Create your own style. Although I observed inspiring traits of other leaders and studied management techniques and organizational psychology, there was no single approach that felt quite like me. Before I entered my first VP role, where I led a 20+ person department and coached other managers, I spent the time to define my unique leadership philosophy, and it gave me clarity by which to judge my actions and effectiveness going forward. It was an incredibly helpful exercise that I now encourage other managers to do.
These beliefs were stitched together from books, presentations and other research over the years. Although none of them is my original thought, the combination of them is my unique definition of success in leadership.
- You cannot effectively manage people for whom you don’t have affection. It’s easier to have affection for some people than for others, but if you can’t find anything to like about the people you lead, you simply aren’t spending enough time getting to know them.
- Clear is kind. This phrase from Brené Brown is especially true if you have affection for your team. It does not help them—or your organization—if they have an inaccurate picture of their performance. It’s in their best interest to give candid feedback, highlight areas where they can improve and clarify expectations. It is unkind to be unclear.
- If you judge a fish by its ability to climb a tree, it will live its whole life believing it is stupid. Most often attributed to Albert Einstein, this quote underscores that every member of your team has strengths and skills. Part of your job as a manager is to put them in roles or align tasks to maximize the impact of their contributions. You can provide training and direction to improve their skills, yes, but everyone has inherent talents that make them a genius in their own way. That does not necessarily mean that everyone is the right fit for your team or the needs of your organization, however.
Whether you’re preparing for your first management role, navigating a career transition or are a seasoned leader continuing to learn, I’d encourage you to document your leadership philosophy and define what constitutes your success as a manager of people.