How to Not Do Anything Stupid with Your New Team
A young manager with a new team is like an ant pushing an elephant. It’s smart to be concerned.
My friend Stan Endicott tells managers who ask for advice, “Don’t do anything stupid.”
Aspiration isn’t the problem. But persistent stupidity defeats the brightest among us. Sometimes the smarter we are, the stupider we get.
How to not do anything stupid:
Young managers succeed by aspiration, openness, and NOT doing anything stupid.
Make a list of 10 stupid things you don’t want to do in the first 90 days of leading your team. Share your list with a mentor or coach. Be sure they have lots of experience. Here are a few suggestions.
It’s stupid to:
- Think the same way about yourself.
- Keep doing your old job in the same way.
- Expect that you’re going to do everything right.
- Jump right in before building relationships.
How to be smart:
#1. Show up with confidence, not arrogance.
Spend some time acknowledging challenges, but don’t circle the blackhole. What words will you use that express heart and belief?
#2. Practice apologizing, not blaming. (Literally)
Imagine that you screwed up. What will you say? Work on taking responsibility.
Always turn toward the future after apologizing for the past.
Get with a coach or mentor and literally practice your apology. You’re going to need it.
#3. Show up with big ears and a small mouth.
Send the following questions to the team before your first meeting.
- Imagine the best team ever. How does that team treat each other?
- What do we expect from each other?
- What will we do when someone drops the ball?
- How do we want to feel about our team? What behaviors are likely to foster those feelings?
- How will we make decisions?
Tip: Learn how to run meetings people love to attend.
How does an ant move an elephant? With lots of help.
What are some stupid things people do when managing a new team?
What suggestions do you have for a young manager taking on a new team?
Suggested reading:
As I continue my development as a leader, I am pushed into roles with increased responsibility and with that comes more teams. Even though I had only been at my current organization for 7 months, I have found myself elevated from middle management to Director level. I recognize my need to navigate intelligently with my biggest fear of not ‘being stupid’. The biggest roadblock is the managers of the teams who now roll up to me have managers that have been there far longer than me so tension is there as a result of my moving up so quickly. Navigating that potential resentment is tricky and starting out not doing something stupid is my dilemma.
Thanks for jumping in, Drew. Promotions within an organization are tricky for sure.
There’s are reasons you have been promoted over your peers. It’s good to have some idea what those reasons are. You want to continue doing the right things.
Curiosity should serve you well. Learn from everyone, especially the folks who are older than you. Humility strengthens relationships, arrogance weakens them. At the same time, don’t think of humility as weakness.
Congratulations. I wish you well.
I see a lot of newly-promoted folks struggle with a variation of #2 on the “how to be stupid” list. They are unable to step back from the unit work and step up the unit supervision. That is, they aren’t just trying to do their old job in the same way; they are trying to do their old job period. So they end up not having enough time to do the work they should be doing and either work longer hours or don’t get to the supervision part.
Thanks Jennifer. Letting go is hard. This is especially true when you’re very confident and competent in the old job and nervous about the new.
A wise boss, an insightful mentor, and a skillful coach all seem relevant.
What suggestions do you have for a young manager taking on a new team?
Start by describing your leadership philosophy, core values, and beliefs.
1. Ask a lot of questions of team members, the customer, your colleagues and boss to understand the current environment.
2. Get clear on what the team needs to deliver.
3. Figure out what’s working well.
4. Identify the major problems and obstacles.
5. Determine your plan to proceed and review it with a few colleagues and your boss. Revise as needed.
The worst thing you can do is start making lots of changes on day 1.
Thanks Paul. Useful insights. As I was writing this one, I kept thinking about defining the win. Too often people are so concerned about getting busy that they don’t know what winning looks like.
Seek one on one brief dialogues with team members. Look them in the eyes and ask at least one personal question about something you know they care about. Sports, family etc, Then ask them: 1) What do you think this team needs? 2) What do you think this team needs to accomplish? 3) What strengths and abilities does this team have to carry it out?
as usual great stuff.
i’ve worked for stan. he lives what he says.