I am sure that at some time in your life you have been with a group of friends when you observed someone else using very poor judgement or just doing something silly. This is when someone in your group may have exclaimed, “I remember my first beer”.
That first beer is intoxicating. A person’s first title can also be intoxicating or even when a person first reaches a milestone level such as Director or Vice President. Often, people assume that achieving a level of formal authority means they can make all the things they want done happen more easily, with direct reports, peers or even higher-level leaders.
Sadly, this is not usually the reality. While it is true that some authority and influence comes with a title, the reality is that much more responsibility and expectations come along with higher levels of leadership. A title alone will not enable you to be effective. As you move up the leadership hierarchy, there is a substantially higher need for skills of influence with direct reports, peers and upper management. This is because, as a person rises higher up in an organization, the more they will encounter the critical interdependencies, organizational complexities, and priority conflicts that make driving change difficult.
First, it is key to stay connected to your personal mission and why you wanted the leadership position in the first place. This personal mission will keep you grounded and give you the tenacity to persevere through the leadership challenges that you will face. It is also what will give you your own authentic leadership style, which will be key in helping you work with others and influence outcomes.
With direct reports, a new leader will quickly find that just telling people what to do will rarely be effective over the long run. A big part of organizational influence comes from being able to explain the “why”. Employees want to understand not only what they are supposed to do, but also why it matters. They need to see how their work ties into the overall vision and strategy of the company. When they have a clear understanding of this, they are more likely to be motivated and buy into what you are trying to do. Often times, this comes down to having your own clear vision and communicating it in a way that is compelling.
It is also important to remember that our direct reports have their own power bases which include skills that may be very difficult to replace, specialized information that you as the leader may not have, and a strong network of personal relationships. Over time leaders understand that with direct reports, they need to apply multiple styles.
Sometimes you are the coach, helping them find their own answer and building their capabilities. Sometimes you are the teacher, offering your experience from similar situations faced in the past. Lastly, at times a leader does need to be more autocratic. Probably the most effective approach is just role modeling the behavior and values that you want the team to follow.
As one advances in the organization, collaboration and buy-in for your agenda from peer colleagues become increasingly more important. Often these relationships require that you assist others whenever possible so they are more likely to want to help you when the needs arise. These are relationships that are best nurtured over time, but in today’s rapidly changing organizations, this is not always a luxury that we have. To foster these relationships quickly, you need to develop a positive track record of following through, effectively draw on your resource network, and understand the information you have that can assist others. Every organization is faced with limited resources, so being able to make your business case for your ideas is essential.
It is true that everyone has a boss, regardless of your level. So as a person advances in title, managing up continues to be an essential skill. This requires the leader to be able to understand their bosses’ goals, pressures, strengths, weaknesses and communication style. It also requires you to exercise good emotional intelligence and assess your own strengths and weaknesses from your boss’s perspective.
An emerging leader needs to understand that they have many stakeholders, including their direct reports, critical lateral relationships, and the leaders above them. Leadership is an obligation to the organization and not about having a title or wielding authority. Organizational influence is about being your authentic self while using multiple soft skills to get things done. Leadership coaching can help by giving new or advancing leaders a chance to talk through their communication styles and strategies for increasing influence. This type of thought partnership with your coach can help you advance your skills at each step of the career journey.