HOW TO DEAL WITH A PROMOTION
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It takes more than
just patience to understand, motivate and mentor a team the right way.
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The life-changing
moment comes when you cross the line, and it is only then that it all sinks in.
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It could be a tricky
situation since you not only have new responsibilities, but you may also be
supervising a person who was vying for the promotion.
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You must communicate
to the group right at the start that you need their support to make this
transition work.
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Maintain the dignity
of your new position, but at the same time acknowledge the immense role played
by your former peers in creating a favourable environment for your success.
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Remember, when you
wish to go fast you go alone, but when you wish to go far you go together.
1. Define roles
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No boss can work
alone.
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Defining roles for
each individual in team projects will not only keep misunderstandings at bay,
but will also save the time and energy of the organisation.
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Begin by describing
the job to your employees.
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If your team doesn't
clearly understand their basic responsibilities, as well as how their
individual roles interact within the dynamics of the team, you lose.
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Discover the key
result areas (KRAs) of each of the members of your team and also of the team as
a whole.
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Giving the right job
to the right person will not only bring you better results but will also allow
the employees to sharpen their self-image as professionals.
2. Articulate
expectations
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A boss who is able to
articulate expectations, meet goals and yet not overburden the team is the
'dream' boss for any team.
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Conveying your
expectations about your employees' performance and goals has to be a
participative process.
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You can communicate
to your team through discussions, group meetings or emails.
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Use emails only to
send formal messages, which your team may require to refer to time and again.
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Discussions are
important as the team feels they have a say in the day-to-day activities.
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The challenge is to
steer the brainstorming in such a manner that the definitions come from people
themselves.
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It should appear to
them as though they are working towards something which they have set out for
themselves.
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Involvement of the
team in the process helps increase their sense of ownership, making them
perform better.
3. Delegate
work
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You will be
overburdened if you do not delegate work and have negative feelings about the
team.
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On the other hand,
the team will be clueless about what to do.
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Delegating work will
help you groom your employees, an essential part of your role as a leader.
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What you must remember
while delegating work is that while one delegates authority, the responsibility
remains with the boss.
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Setting up effective
monitoring and control mechanisms must go hand-in-hand with the process of
delegation.
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The basic goal should
be to help one's team members grow from being dependent to being independent.
4. Offer
your feedback
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When offering
feedback, always give the positive review first and the negative review later.
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Never mince your
words, a direct approach is always better and will help you gain the respect of
your team.
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Again, while you must
always give a pat on the back in public, it's better to offer criticism in
private.
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Negative feedback is
crucial as it helps individuals develop.
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Focus on helping the
person understand the issue at hand, how it developed, and how it can be addressed
more effectively.
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However, the choice
of words plays an important role, and one must ensure that the message is
conveyed without being offensive.
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At all times,
remember that you're playing the role of a mentor in your position as the boss.
5. Learn
to listen
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There is a clear
distinction between hearing and listening.
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To be an effective
listener one needs to suspend judgement in order to look at the matter in an
objective light.
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As a leader, you must
curb the desire to pre-empt the conversation in order to prove your point.
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Always allow the team
to speak out first, as it will provide you time to think and formulate your
thoughts about the issue.
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It will also help the
team vent their feelings and assure it that they will be heard before a
decision is taken and will help them trust the final decision.
6. Set
examples
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A boss must set benchmarks
for the team.
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You have to simply
take up the responsibility of the delegated tasks not performed well.
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Bosses, who take only
the praise for jobs done well and try to pass on the buck to juniors for all
that is not done well, lose their credibility with the team very soon.
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There is no
substitute to 'walk the talk'.
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If you are not ready
to follow a rule, rest assured that the others will follow the precedent.
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Ultimately, a good
boss is one who is not over and above his team.
7. Cultivate
team chemistry
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Team chemistry can be
developed only when you work as a part of the team.
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A boss who orders
things around, and wants the teammates to clean up the created mess, fails to
cultivate any kind of chemistry in the team.
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Listening to the
team, asking for their inputs and constantly mentoring the team are some of the
time-tested methods to develop team chemistry.
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A major issue most
leaders face is whether to interfere or not when a conflict within the team
arises.
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If the conflict is
trivial, it's better that you stay out of it as a boss.
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However, if it is big
enough to affect the unity of your team, then you need to listen to both
parties individually before you step in to manage the problem or make a
judgement.
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Being the boss
anywhere is lonely, but with a little effort you can make this climb easier,
mentor new leaders on your way and yield better results along with your team.