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Most of us start our careers as a specialist; engineers, chemists, lawyers, salesmen, etc… To be successful as specialists, certain behaviour and mindset are required in addition to knowledge and skills specific to the profession. The majority of people are successful in this first phase of their career. After all, this is generally the result of a deliberate choice and we may reasonably assume that we have the aptitudes for it.
In life, nothing is permanent. After minding our own business for a while and being good at it, we get promoted. We are suddenly in charge not only of ourselves but also of other people. Very seldom would somebody warn us that this is a very different ball game that requires different behaviour and mindset. We face a number of challenges that, if not properly managed can become traumatic:
• We are now, at least in the eyes of the other people, “the boss”. Our membership status in the team has been significantly altered.
• Our old job is gone. Somebody else is now sitting there and it is better not to fight for space with the new incumbent.
• We will have to deal with the envy of other who expected to get our new job and undoubtedly believe that they deserve it more than we do.
• We must recognise that we do not know everything anymore. Doing and managing are different activities.
In our careers, we will encounter other similar transitions, each with its challenges but also its opportunities:
• From manager to executive: your are now a boss of bosses.
• From executive to director (member of the board): directing is not the same a managing and executives do not take kindly to directors attempting the run the company in their stead.
Each of these transitions may lead to resounding success or abysmal failure. What to do to turn the odds in your favour?
• Know what you want. In your life and in your career. Do you want to lead people or do you prefer to keep growing as a specialist and become and expert. Many organisations recognise that career paths do not obligatory go through management. You now have a choice.
• Be prepared. A lot can be done through self-learning as numerous books have been written on the subject of leaders of men. Ask anybody who could recommend good books to study. Never turn down the opportunity of a seminar or workshop on leadership.
• Sharpen your appetite for risk. Any change involves risk but also provides for a more exciting professional life. Admit that it is ok to make mistakes.
• Find out what the new job actually entails. Your own due diligence before accepting the new position is probably a great idea.
• Assert yourself in your new role. A future article will cover how to make the most of your first 100 days.
• Get support; before, during and after each transition. Two types of supports will make failure very difficult:
o Mentoring. A mentor is generally a more senior person in the organisation who will take you under his/her wing. Obviously the level of involvement may vary but in every case this is absolute invaluable.
o Executive coaching. This is habitually provided by an external person and it often includes a large dose of mentoring. We are generally not good as seeing ourselves as others see us. A coach can help you just do that. Your coach has been there and came back better. He/she will help you push your own boundaries.
Do not miss our next article: The 100 day honeymoon.
Patrice Lasserre
BOARD WHISPERER
patrice@boardwhisperer.co.za
Mobile: +27-82-552 1302
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