Under the Microscope

Leaders are always under the microscope.

No matter what you say, it’s what you do that matters.

That’s why I’m not big into mission and vision statements.

I mean they’re important to have in place, but what really moves the needle is:

Behavior. Specifically from leadership.

Have you ever heard the phrase, “buy-in from the top?”

That essentially means nothing changes unless the owners/executives are all-in.

I come from the position of I’d rather scare people out of management, then coax them into taking a promotion they’ll regret.

I wrote a piece a month ago entitled Conscious Unbossing, which is a Gen Z term for avoiding leadership roles.

Now I’m not in favor of that as a whole, but based on personality, leadership isn’t for everyone.

If you’re not willing to take the blame for your team’s failures and give credit to them when you’re driving the bus then management might not be for you.

That’s not to say if you’re an individual contributor you can’t be an integral part of the company.

In fact, if that’s where you add the most value to the organization (IC) you should stay there.

What I’m saying is know what you’re getting into before you make the jump.

Too many new managers underestimate the transition of the mental and skill shift needed to thrive at the next level.

These are things like: communication, delegation, conflict management, group dynamics, flexibility that aren’t taught before you take the job.

But for the select few who view “interruptions” at work as opportunities to teach and support others it can be euphoric.

As a personal example, I managed a team of 30 full-time remote employees where I led 30 1:1’s weekly.

Yes, it took a lot of mental energy (the weight of responsibility), but I was very fulfilled after most conversations (tired too).

Once again, it wasn’t so much what I said to my teammates, but my actions that counted (and were watched).

There is a sense of ownership as a leader that is required.

That ownership includes your performance as well as your team’s.

Part of that is putting other’s needs above yours at pivotal moments (aka unplanned).

• So if you embrace all of the above then I encourage you to take the opportunity to lead others.

• But on the contrary, if just hearing about this strikes fear in your soul then maybe management isn’t the best fit for you.

Let me reiterate leadership isn’t looking down upon others who can’t handle it.

It’s more about being self-aware enough to know if it’s right for you and those under your care.

If you’ve read any of my work prior you’d know my definition of leadership is service.

That’s what is under the microscope.

What’s inside of you (intentions) comes out for all to see (behaviors).

Middle managers single handedly impact the retention of talent at every organization.

How you view that pressure can help determine if leading others is the right move for you.

Happy leading and if you have any questions reply to this post.

God Bless,

Scott 

P.S. If you are a new manager, watch these 3 helpful tips below!