We see it all too often: Top level leaders who have all the strategic skills they need to make complicated business decisions, but lack the interpersonal skills required to gain them buy-in for those big ideas. For many, this lack of balance creates a real barrier to success.
Being a new manager means facing new challenges and applying new skills. However, in many cases it also means letting go of old habits. Two of the most important behaviors that must be avoided are: 1) being a passive bystander when it comes to strategic decisions and 2) being the “doer” in project work.
Karen Powell and I recently shared our thoughts on developing first level leaders in a webinar for members of the Human Capital Institute. The presentation generated a lot of questions and chat that we didn’t have time to answer during the session, so we’re sharing our thoughts here.
This podcast focuses on strategy translation and the three critical elements of understanding, connecting and aligning. It answers the question: What are the challenges in strategy execution for a leader who is new to management?
Promotions are exciting. Especially that first promotion that takes you from the status of “employee” to “management.” And then reality sets in. You have to hold people accountable.