The skills of a top salesperson, computer coder or engineer don't always translate to the executive suite. Yet, most first-time execs get promoted to run the show and lead the team because they excelled in their area of expertise.
It's critical newbie execs learn key leadership skills that extend their career runway. That's how to dodge the so-called Peter Principle. This principle, according to the Corporate Finance Institute, says employees get promoted to the point they reach a level of incompetence.
"People do well in their kind of individual contributor role, but then they get promoted and are incompetent on the management side of things," said Scott Monty, a leadership and communications advisor at Chameleon Collective.
What are the must-learn leadership skills for those who want to climb rung after rung of the career ladder? They're often very different from the tools that got you promoted in the first place.
Get Promoted? Shift Focus To Your People
It's not about you anymore. Sure, you're the boss — and maybe even in charge of people who used to be your peers. But your new job is to make your team thrive. Make each employee feel like a key part of the company's mission. And, even more important, let them know that you want to help them succeed at work, too. Their success now is also your success.
Play Game Of One On One
Meeting one on one and face to face on a regular basis with your direct reports builds morale. It also builds relationships. So, don't shut out your team with a closed-door approach.
Bring your direct reports into your office for a sit-down chat on a frequent basis. And don't just talk about numbers or sales targets.
The sit-downs should be more about who's sitting across the desk from you, says Monty.
"It isn't a project update," Monty said. "It's an update on them as a human being. What this does is it begins to build a relationship between the two of you."
Don't Fumble The Feedback Ball When You Get Promoted
First-time execs must learn to deliver the feedback in real time not in a later conversation: "In the moment," said Monty.
Let them know quickly if something they're doing or saying is not working or isn't viewed positively by others. Your goal: Give your report an opportunity to improve.
"If you're saving feedback until the (scheduled) one on one, you kind of lose the impact of it," said Monty.
And if you want to boost the odds of getting your message across in a positive way, ask the person you're approaching if it's OK to weigh in, adds Monty.
The upside to asking? Monty says it also sends the message: Can I help you improve what you're doing to make you a better version of yourself? And it gives the feedback-taker a sense that they're onboard with the conversation.
Learn How To Manage Up If You Get Promoted
A key part of managing up is being consistent with your messaging. Another critical piece is making expectations clear. "Every good leader knows how to craft a clear and compelling vision for where it is they want to go," said Monty. It's "Making it simple and understandable, and achievable. And then communicating that vision relentlessly."
Don't Be Afraid To Delegate
The person in the corner office can't do every job in the company. Let your direct reports do their jobs.
It's easier to delegate when you trust the people working for you. And it's even easier when you hire the most-talented people you can find. And don't be intimidated by the brainpower in the office down the hall or in another business segment.
Lean In To Listening After You Get Promoted
Don't fall for the temptation of doing most of the talking, especially if you're in a new situation. Prioritize listening in your first-time board meeting or a video conference with many other people in attendance.
If you listen closely a lot of times you'll learn something in the process. And your team members can hash out an issue among themselves. If you still need to, you can weigh in after everyone else has spoken, says Monty.
Mimic Traits Of Well-Known Leaders
Recall the people in your own life who you've respected as a leader. And soak in what leadership traits you see in them. Weave in the good leadership traits. And root out the bad.
Again, it's not all about next quarter's numbers.
"If you have a boss who is only interested in output, only interested in numbers, and not interested in you as a person, well guess what? You're going to get burned out," said Monty. "And you're going to seek opportunities elsewhere, where you feel like you're valued as a human being not just as a cog in a machine."
