Management before stripes

When do you really start to become a leader?

Most people think that leadership development starts the day one gets a formal leadership role. A new title, a new office, maybe personnel responsibilities. But in practice, leadership begins long before that. Many of the top executives started development several years before formally becoming leaders. They began to think, act and practice like leaders already in the role they had. Research on first-time managers shows that the transition to manager is not just about new tasks. It's about an identity shift. Suddenly one goes from being a professional to having responsibility for both people, cooperation and results. For many, this feels like a small shock. Studies show that it can often take two to three years before new managers feel they have truly found their footing in the role. Therefore, it is wise to start preparations early. When people are given the opportunity to develop leadership skills before they are given formal responsibilities, the risk of stress, uncertainty and overload in their initial time as a leader is reduced. At the same time, the likelihood of their success increases.

Leadership starts with self-awareness

One of the most important preparations is to reflect on who one wants to be as a leader.

What kind of work environment do you want to help create?
What is important to you in meeting people?
What values do you want others to experience through the way you lead?

Many benefit from formulating a simple leadership platform. Not as a perfect document, but as a personal reflection on what principles one wants to stand for in leadership. At the same time, it is useful to become more aware of one's own strengths and challenges. How do you react in stressful situations? How do you handle disagreement? What kind of feedback do you get from others? Such questions are important because management is largely about relationships and interaction.

Practice leadership before you get the title

Leadership is not primarily about formal power. Many of the most important skills can be trained long before one is given personnel responsibility. It can be leading a project, coordinating a work group or taking charge of a professional activity within the team. In such situations, one gains experience in prioritizing, involving others and following up on progress. Equally important is practicing meeting management, dialogue and handling disagreement. Many first-time managers find precisely such situations as demanding. Therefore, it is an advantage to have trained on it on a smaller scale before the responsibility becomes greater.

Build basic leadership skills

Leadership is a subject that can be learned. That doesn't mean you have to take a long education before you can become a leader. But it is useful to familiarize yourself with some key areas. For example, the role of the employer, communication, organizational understanding and conflict management. Courses, subject books, or internal development programs can provide valuable insights. At the same time, it's helpful to learn about what typically happens in the first few months in a new leadership role. Many organizations underestimate how demanding this phase can be. A good startup plan is often about three things. To build relationships, clarify expectations and prioritize the most important tasks.

Relationships are the very core of leadership

When one asks experienced managers what is most crucial at the start of a managerial career, one answer often comes again. Relationships. The ability to build trust, listen to employees and give good feedback is absolutely fundamental. Therefore, it is wise to start practicing this early. It can be as simple as becoming more aware of how to give feedback, how to ask for feedback yourself, and how to create great conversations within the team. Equally important is building networks within the organization. When one is later given a leadership role, the relationships one has already established will make it easier to work together and make things happen.

Use your own manager as a sparring partner

One of the best ways to prepare for a leadership role is to use your own leader as a mentor or sparring partner. It can be helpful to be open about wanting to progress towards a leadership role. Together, one can look for assignments or projects that provide relevant experience. At the same time, you can ask for concrete feedback on how to work in collaboration with others, how to handle responsibilities and how to communicate. Such guidance can be invaluable before one is even given personnel responsibility.

A simple plan to prepare

Preparing for management does not have to be complicated. A simple development plan can be a good starting point. In the first few months, you can take charge of a limited project and ask for feedback on cooperation and communication. Over the next year, one can attend a relevant leadership course, formulate their own leadership platform and practice more consciously about feedback culture in the team. When a leadership role begins to approach, one can make a personal plan for the first few months. Who should one get to know? What expectations need to be clarified? What is the most important thing to prioritize at the start? Small, conscious steps over time can make a big difference.

Reflection questions

What kind of leader do I want others to see me as?
What situations in my current job offer the opportunity to practice management?
What do colleagues and collaborators say about the way I work together today?
What skills do I need to develop before taking a formal leadership role?
Who can be good sparring partners in my development as a leader?

References

Hill, L. A. (2003). Becoming a manager: How new managers master the challenges of leadership. Harvard Business School Press.

Ibarra, H., Snook, S., & Guillén Ramo, L. (2010). Identity-based leader development. Harvard Business Review, 88 (1), 108—113.

Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leadership and leadership development. The Leadership Quarterly, 25 (1), 63—82.

Gentry, W. A., Eckert, R. H., Stawiski, S. A., & Zhao, S. (2014). The challenges leaders face around the world. Center for Creative Leadership.

Watkins, M. (2013). The first 90 days: Proven strategies for getting up to speed faster and smarter. Harvard Business Review Press.