This follows on from an early post entitled ” Your First 90 days “.
A short cut to success in your leadership role is having complete clarity on who your key stakeholders are, ensuring you know what they expect from you and building solid effective two way relationships with them all.
So, where do you start?
Firstly, set out with the intention of building a thorough understanding of all your team members, regardless of their experience level, seniority, area of responsibility, personality and attitude. Approach this project with an attitude of curiosity to build a complete pen picture for each member of your team. Do it in a way that makes sense to you however insure you consider what makes them tick, what their aims and ambitions are short and long term even if its just to keep doing what they already are that is fine at least you know. What challenges do they face, what do they love doing, are their any people they are struggling with. Capture all the this information per person and design a process whereby you are continually building and refreshing this knowledge of each team member so that over the next few months you know them inside out! Use your regular 1-1’s, times when you are working alongside individuals on specific pieces of work and social interactions to gleam further insights. Cultivating this attitude of interest and curiosity will enable you to adjust your leadership style accordingly and look out for opportunities where you can put the right work their way and design appropriate development interventions to help each person grow under your leadership tenure.
In parallel to building an in depth understanding of your team you need to take a similar approach with all your customers internal and external. Try and put yourself in their shoes and anticipate what they need from you and your team for them each to be successful. Armed with your thoughts check this out with each person at the earliest opportunity to ensure you haven’t missed anything and to identify the priority expectations and requirements of your role from their perspective as customers. Often we are busy doing work that we think is critically important which our customers don’t value in the same way.
For both your team and internal/external customers ask yourself “how healthy and enjoyable is the working relationship between the two of you?” Score each relationship between 1 and 10, 1 being very broken and hard work to 10 being extremely productive and enjoyable in fact it doesn’t really seem like work! Identify the most important stakeholders that have the lowest quality rating 1-10 and then think about what you need to do to make improvements.
Take a similar approach with your peer group and your manager so you can establish what each needs from you and how effective the working relationship currently is.
Its worth repeating this type of exercise annually as people change roles a lot and also business expectations change as strategy changes.