Lead Yourself, Lead Others

As Rebecca shared with me her experiences and challenges as a new manager, I heard some common themes for many people new to getting things accomplished through others. Perhaps you can relate to some of these.

Rebecca is motivated by results. She gets so much satisfaction from getting things right and doing things “the way they are should be done.” She has always held herself to high performance expectations and proven her technical capabilities by delivering results consistently in her roles. She has been rewarded with increasing levels of responsibility.

Like many others promoted into manager positions, Rebecca is very good at doing things herself; however, she isn’t completely comfortable (yet) with letting go of control and being accountable for what others do.

Often people new to managing, think it is their responsibility to get others to do things when it is really more about how they, themselves, behave that encourages others to take responsibility for what they do.

Trying to evaluate herself in her first year at the level of an experienced manager has contributed at times to a sense of overwhelm. I reminded Rebecca those managers whom she currently measures herself against have learned to be good on the job.

Rebecca has all the capabilities and self awareness to do well. She naturally reflects on situations and looks to how she could handle them better next time. She is becoming aware of an important distinction; while she is learning to manage how things get done she is also learning how to lead people.

Leading people comes from being able to lead yourself well.

What would be different for you if you thought of yourself as a good leader, already?

In the face of more challenges and opportunities, different expectations, and new ways of working, you are learning how to bring out the leader who is already within you.

You can realize more of your potential by learning to shift your focus from the pursuit of recognition – by superiors, colleagues, clients – to your personal development. In this way, you lead by being: being the best of who you are!

You might find it helpful to take a few moments to understand what motivates you within the context of work in general and as a manager.

1. What do you want in your work?

2. Why is that important to you? (Refer to the criteria you listed above)

3. How do you know you have done a good job?

With this new awareness, spend the next week listening more closely to your inner dialogue. You’ll probably hear an inner critic. Give your inner cheerleader an opportunity to speak to you as well. n
As a leader, you might be interested to learn how your team responds to these questions. In conversation, ask them. Use what you learn about yourself and others to influence what you say and do. Notice how you bring out more of the leader in you and in those around you. n