Seven Common Mistakes
When it comes to building a winning team, many leaders in new positions stumble, partly because it is extremely difficult to let people go. Failure to act decisively and quickly prolongs the transition period and can derail your efforts. Here are some of the most common mistakes leaders make, from the excellent book by Michael Watkins The First 90 Days: Critical Success Strategies for New Leaders at All Levels
1. Keeping the existing team too long. You should decide who will remain and who will go within your first 90 days. After six months, you should have communicated your planned personnel changes to key stakeholders, your boss and HR.
2. Not repairing the glitches. Develop options right away, even if you have to hire people in temporary positions. You can’t let the engine stop running while you recharge the batteries. You may be able to find people at lower levels of the organization.
3. Not working organizational alignment and team-restructuring issues in parallel. It isn’t enough to have the right team in place. Members must be aligned and clear about the organizational mission, goals and values.
4. Not holding onto the good people. You need to look for ways to signal to the top performers that you recognize their capabilities. Reassurance can do wonders
5. Undertaking team-building before the core team is in place. Don’t strengthen the bonds of a team whose members will not continue with you as a cohesive group. Wait until you have the right people in place.
6. Making implementation decisions too early. Wait until core members of your new team are in place before attempting to secure their buy-in for changes. You cannot afford to delay some issues, but it’s difficult to get buy-in from people when they haven’t been part of the decision-making process.
7. Trying to do it all yourself. The process of restructuring a team is full of legal, emotional and company policy complications. Don’t undertake this on your own. You have HR people who can advise you and help you chart a strategy.
Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the BarOn EQ-i and CPI 260 can help you become an inspiring team leader. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.
When it comes to building a winning team, many leaders in new positions stumble, partly because it is extremely difficult to let people go. Failure to act decisively and quickly prolongs the transition period and can derail your efforts. Here are some of the most common mistakes leaders make, from the excellent book by Michael Watkins The First 90 Days: Critical Success Strategies for New Leaders at All Levels
1. Keeping the existing team too long. You should decide who will remain and who will go within your first 90 days. After six months, you should have communicated your planned personnel changes to key stakeholders, your boss and HR.
2. Not repairing the glitches. Develop options right away, even if you have to hire people in temporary positions. You can’t let the engine stop running while you recharge the batteries. You may be able to find people at lower levels of the organization.
3. Not working organizational alignment and team-restructuring issues in parallel. It isn’t enough to have the right team in place. Members must be aligned and clear about the organizational mission, goals and values.
4. Not holding onto the good people. You need to look for ways to signal to the top performers that you recognize their capabilities. Reassurance can do wonders
5. Undertaking team-building before the core team is in place. Don’t strengthen the bonds of a team whose members will not continue with you as a cohesive group. Wait until you have the right people in place.
6. Making implementation decisions too early. Wait until core members of your new team are in place before attempting to secure their buy-in for changes. You cannot afford to delay some issues, but it’s difficult to get buy-in from people when they haven’t been part of the decision-making process.
7. Trying to do it all yourself. The process of restructuring a team is full of legal, emotional and company policy complications. Don’t undertake this on your own. You have HR people who can advise you and help you chart a strategy.
Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the BarOn EQ-i and CPI 260 can help you become an inspiring team leader. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.
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