Let’s talk about 3 mistakes to avoid when transitioning from manager to leader, and what to do instead.
Today, I heard someone say that being a leader is a risk.
And although I never thought about it quite in that way, it is absolutely true.
Being a manager in any organization is extremely risky.
Because for most, managing requires stepping out of your comfort zone.
It also takes courage and vulnerability as well.
You are responsible not only for yourself but also your and for deliverables for the company and/or clients.
You are accountable for contributing to the financial or brand health of a company.
Whew, when you pause and think about – that’s A LOT!
No wonder only about 1% of the U.S. workforce even take on a job managing people.
Becoming A Manager Is A Major Milestone
Earning a manager title is a major milestone in your career, and one of the best honors a contributor can achieve.
It demonstrates that the organization believes in your abilities, that you are trusted to direct other employees.
And then if you are a manager who also wants to become a leader, everything is amplified.
The risks you take on.
The responsibility.
The exposure and vulnerability.
But also the rewards.
Shifting from manager to leader requires a transformation. Changing the way you think and the way you “show up” for yourself, the team and the company.
If you are a manager interested in being a leader, there are 3 mistakes you want to avoid:
Mistake #1: Keeping your head down and working harder.
Most managers assume that the hard work that got them their first or second manager position, will be exactly what gets them promoted to a leadership role.
But that is a myth.
Working hard as an individual contributor and junior supervisor may get the powers that be to notice you initially, but you’ve got to up the ante to continue to grow your career in an organization.
Do this instead. Learn more about how your company. How revenue and profits are generated. How work flows. And how your team contributes.
Knowing how your organization works will allow you to:
1) offer better, holistic solutions
2) understand implications of industry and business decisions so you can connect the dots to your own responsibilities and
3) demonstrate your knowledge to your boss and other leaders so they begin seeing you as someone capable of more than your current role.
Mistake #2: Managing using your current set of skills and knowledge.
You are likely a great manager. You do great work and your team respects you, which frankly is not always easy to maintain.
But the status quo is not enough to make the transition from manager to leader.
Because the business world is constantly changing, you will have to continuously learn new skills to have the impact and career you want.
Do this instead. In addition to your technical skills, focus on increasing your emotional intelligence.
Here’s why. The bottom line is that business is about people. Great leaders know this and use emotional intelligence to understand people and make better business decisions.
Emotional intelligence includes being self-aware, regulating your emotions, motivating others, showing empathy, and demonstrating social skills.
A high degree of emotional intelligence allows you to sense what others are thinking and feeling, inspire people to follow your lead, gain trust and confidence.
Mistake #3: Separate yourself from your team.
It is not unusual for managers to put distance between themselves and their teams.
You may do it because you believe being too personal may corrode the respect you want from the group.
Or you may do it because your responsibilities force you to focus a lot of your time and energy elsewhere.
But whatever the reason, no matter how valid, if your team begins to view you as “removed” or distant, it can be detrimental to team morale, performance and their confidence in you as a manager.
Do this instead. Get your hands dirty. Most great leaders are highly trusted by others and command unwavering loyalty.
But in order to get this, your team and co-workers have to feel like you are as invested as they are.
Not only do they have to feel it, they have to see it.
This may mean you spending time in the trenches and working right along side them.
Or finding other ways to be united with them and earn their respect.
Final Thoughts.
Managing people is not for the faint of heart. And leading people takes even more courage.
But if you are ready to make the transition from manager to leader, avoiding these three mistakes is a great place to start.
