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Frustrated in New Job? 4 Growth Opportunities for New Managers

Especially in fast paced and high turn-over businesses, such as fast food restaurants, new managers are expected to hit the ground running. The industry does well in the area of systems and processes training, but often falls short in training for leadership development skills. Experience in the industry is seen as the most important prerequisite to advancement. The truth is that understanding and stepping into new role competencies is a challenge for most leaders, and smart franchise owners support their new leaders early in the game.

Did you know that the most common reason food franchises fail is poor management? Bad management is like a virus – it spreads…quickly. Disgruntled employees can affect customer satisfaction, employee turn-over, staff morale and reduce productivity.

Thankfully it is not all that difficult to identify patterns in the leadership development needs of leaders in new positions. I have dealt with numerous leaders at different levels, and I see similar issues emerge as recurring challenges for these managers. Here are four of the most common ones:

1.       Self-management – Young managers in particular need to learn to demonstrate appropriate professional behavior. This could include gossip,  keeping boundaries, and managing moods and tempers, amongst others.

2.       Time-management – A new position usually comes with new duties and new time parameters. The new learning curve demands an additional time investment. Effective delegation also often does not come easily, at least until the individual is secure in their role execution.

3.       Communication – These skills are usually not taught, much less monitored for impact on employees. Insecurities within the new leadership position can lead to behavior that is either over assertive or under-assertive – both impact employees negatively. Procrastination of “difficult conversations” leads to poor execution of standardized procedures such as employee reviews etc.

4.       Team development – It’s tough to show up strongly as a new team leader when you are still insecure in the new role, yet strong team-ability skills will increase productivity levels quickly. Thankfully these skills are teachable and results can be achieved fairly fast.

There is so much more to say on each of those four subjects, so watch for my next blogs – I will get into more detail on each of them.

It is easy to promote someone who does their job well  - but how often do we monitor how well they do with all their new responsibilities, and more importantly, how effective are we at supporting them? What happens in your organization? How do you support your new leaders in their transition? I’d love to hear back – please leave a comment here on the blog or drop us a note at Integra Leadership and tell us what works for you! On this blog, you’ll get commentluv. This is a plug in that allows you to leave a link back to your own site when you leave a comment!

Sabine

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A New Kind of Leader

“We can’t solve problems by using the same kind of thinking we used when we created them.”  Albert Einstein

For some reason this quote has been ringing in my ears as I look at the world we’re living in with birds dropping dead out of the sky, extreme weather patterns wreaking havoc around the globe, economic volatility unlike anything we’ve seen in our lifetimes, and soaring fuel and food prices.  More than ever before, a new kind of leadership is being called for to get us through or we’re surely not going to make it… succumbing to the ironic fate of our own species’ making.

It will be the unconventional and unofficial leaders that will need to emerge to make a difference, challenge the status quo, dare to share a new dream.  Because so many of the designated leaders are blinded and bound by the system in which they operate that they can’t remove themselves sufficiently to get a realistic view of the situation.

These challenging times call for full spectrum leaders, according to Richard Barrett, world renowned for his cultural transformation tools and levels of consciousness model. Solving today’s problems requires a higher level of consciousness than that which created the problems to begin with.

So as you go about your day or week, as you make choices and decisions, try making them not from your past experiences or from your beliefs (which are often limiting in possibilities) but rather make your decisions from your personal values.  What choice is most in alignment with my values and therefore my aspirations and vision for the future?

I highly recommend Richard Barrett’s latest project – more than a book; a learning system – called The New Leadership Paradigm: http://tnlp.valuescentre.com/

What do you notice is different when you make values-based decisions, rather than business-as-usual decisions?

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