Related Posts
Motion to move on from Peloton onto this

Additional Posts in Leadership
New to Fishbowl?
Download the Fishbowl app to
unlock all discussions on Fishbowl.
unlock all discussions on Fishbowl.
Motion to move on from Peloton onto this

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Download the Fishbowl app to unlock all discussions on Fishbowl.
Copy and paste embed code on your site

Scan your QR code to download
Fishbowl app on your mobile

Biggest difference in managing leaders is that you have to watch your back. Whether they admit it or not, all of them think they can do your job better than you.
I feel this lol
Mentor
The onboarding is critical - I missed this completely my first time out following an internal promotion, but with the last three roles including this one (a second internal promotion and two company changes), I’ve kicked off well and it’s been effective:
1. Build out your teams purpose (why you exist) and strategy (what you’re going to do).
2. Align short and medium term goals (what you’re going to deliver as a team) to the purpose and strategy.
3. Work with your +1s to finalize the goals and build out the goals for their teams (and encourage them to work with their teams on the goals) - this ensures alignment and buy in across the whole department.
4. Review progress on a consistent basis - we have monthly leadership check-ins to address any issues, as well as quarterly whole department meetings rotating ownership of the meeting amongst the team leaders, who provide a deeper dive on what their team is working on to ensure transparency across the department.
Otherwise, make sure you take their time to get to know your leaders - what their goals/ambitions are, how they prefer to work and lead. Give honest, constructive feedback and focus on coaching their development. You should be looking to develop a successor for your own role - knowing that they may want the jump sooner that it’s available, so don’t stand in their way if they feel they need to leave to progress. I believe in working to make myself redundant (I.e., so that anyone could do my job) and encouraging my leaders to do the same thing.
Communication! You don’t have to overload anyone with meetings just for the sake of it, but having consistent communication can go a long way. Hands on at the very beginning, with the goal of slowly retreating. VP1 made an excellent point about making yourself redundant. The more complicated you make everything seem the worse it will be too.