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How Can A Performance Management Tool Ease The Shift When Managers Are Promoted To Leaders?
The difference between a manager and a leader is as much as the difference between obedience and reverence. The outlook may remain the same for both roles; the difference in their skill set is quite distinct. Becoming a senior leader comes as a natural progression for managers, but most managers find it difficult to bring about “effective” change. This is because communicating a vision is simply not enough; a leader has to take the reins and progressively provide actionable feedback, which can only be done if the leader is aware of the challenges faced by the teams on molecular levels. However, it can be especially hard for them to balance everything out.
Now it’s easy to understand the entirety of the situation, but as per research, 60% of new leaders fail within the first 24 months. Since overworking is not a solution, how can they get to the root of the problems and develop the skills they need? Let’s discuss!
Understanding the shift in the role
To find the right solutions, we first need to identify the problems. Defining the change in your role will help you create a strategy for your next big leap. Internalizing the change will help you visualize bigger things and bring in context. When managers are promoted to senior leaders, their primary domain changes from management and execution to strategizing and motivating, and their direct reports change from being individual workers to teams. The skills that were critical for them to lead their teams up until now will only help them set a base for their direct reports.
Realizing the importance of structure and guidance
Let’s start with an example of Zappos, who entirely eliminated managerial positions in their organization, making it a holacracy. The result? 18% of their workforce quit. The practice of individual accountability and authority may seem like a good idea at first but poses a great risk to the organization and its employees. It is well believed that feedback is what drives us; the world functions on the basis of the exchange of information that is structured to the core. From schools to families, society is structured as such to operate on feedback; even businesses operate on client feedback. So, why should this practice be lost in a corporate setting?
As per Forbes, 65% of employees want more feedback on their activities. As a manager, it is your responsibility to give feedback to your team members; however, as a leader, it is your responsibility to give your managers a platform that facilitates feedback-driven activities. Now, another essential element that needs to be considered by leaders is the distinction between providing a structure and micromanaging.. Your managers and their teams should have the scope to build as robust a system and structure as you have for your direct reports. The question that remains- how?
Well, with the help of the right performance management tools, you can set up a structure that aligns your objectives with that of individual employees and facilitate Agile feedback and learning.
Turning managers into leaders
Becoming a leader can never be based on a one-size-fits-all approach; every manager goes through different sets of difficulties through their transition. However, a common cause of most problems faced by managers in their transition is not being honest with their direct reports. Now, this may not seem a groundbreaking complication, but it can very well turn into one because it will hinder you from creating a safe space for your direct reports. A leader needs to cultivate a mutually honest relationship that enables his subordinates to seek feedback from you. It is also essential to provide them with a platform that supports your idea of being open about conversations and feedback. Introducing a performance enhancement tool to your system will help you kickstart a mindset shift in your organization and facilitate conversations based on feedback.
The power of continuous learning
Becoming a leader thrusts open the door to learning for every manager, and by investing heavily in learning and developing your leadership skills, you will be able to better manage your transition. It is also essential to give the same chance to your managers and their teams. Providing your employees with development opportunities will not only allow them to excel at what they do for the organization but also enhance their skills. This will develop a sense of mutual growth that will, in turn, facilitate them to find joy in performing.
Making engagement the core
The engagement was found to be the most important aspect of organizational success by 71% of managers as per the Harvard Business Review, making it indispensable to invest in boosting employee engagement. However, we believe, the key to organizational success is a subset of employee engagement i.e. employee happiness or satisfaction. One way to nail your employee happiness score is to conduct regular surveys and develop a feedback mechanism that promotes employee happiness. The efforts you make as a leader will translate into your employees’ performance so make sure you are investing in the right activities and tools for optimal ROI.
Amplifying joy in performing through enriched employee experience
When a manager transitions to become a leader, providing a rich employee experience becomes your top priority. It becomes essential for you to be in tune with the needs of your managers and introduce new policies and systems to help them do their job better.
Equip yourself with the tools you need to lead and make your managers succeed!
A transition path backed by a powerful performance management tool like JOP can be the key to opening a success portal. JOP allows you to take focused actions to support your key objectives, making each effort count. We will help you drive out the joy in performing by aligning individual objectives with those of your organization.