First Time Managers to Mid-Level leader transition

Transitions from one leadership level to another have captured the attention, discussions, and action in almost all industries. Some are just beginning to talk about it, some have started taking sporadic actions, some have created the learning infrastructure to aid the transitions and very few have declared these transitions as a strategic focus for their growth strategies.

Why do these transitions need strategic focus. 

1. Success of organisational Growth strategies depends on leaders at all levels performing specific roles to operationalise the strategies.
2. Therefore, incisive clarity is required what those role expectations are, from each level of leadership – from First Time Managers to the C-suite. 
   • The impact a particular level needs to create – what is the output needed.
3. How will a particular leadership level achieve that output – what is the input needed.
   • The vision and desire of the leaders for themselves
   • The competencies needed and at what level of proficiency.
   • Development on those competencies 
   • Role of the supervisors.
   • Visible and measurable connect of the output to the business strategy.
   • Leadership Development being a strategic KPI for the C-suite.

It is a no-brainer that organisations need to move away from just talking or taking sporadic actions for the leadership level transitions. The prevailing competitive environment requires swift and thought through actions.

The good news is that today, success stories and blueprints available for organisations to emulate while contextualising these transition initiatives to their specific growth strategies.

We (InspireOne) have partnered with some organisations to move up from create the learning ecosystem for these transitions. 

We have worked with organisations that have been progressive enough to consider movement of First Time Managers to mid-level leaders, as a strategic start to building leadership bench strength from the First Time Manager level, rather than wait for leaders to be at Sr. Managerial levels to be considered for Top Talent for succession planning. 

Why is this approach a game changer:

1. It helps organisations to decide:
   •  The key roles at all levels.
   • The expectations at from incumbents of the key roles?
   • The type of people will be able to meet those expectations.
   • How will the potential incumbents be identified?
   • How will the chosen few be developed for those roles and subsequent possible career paths?
2. Build engagement and stability of leaders even at the First Time Manager level.
3. Reduce leadership crisis at all levels.
4. Bench Strength of leaders to ensure execution and strategy.

How is this relevant for the entire First Time Manager population?

1. First Time Managers identified as top talent for the strategy cited above will go through an exhaustive selection process and a strategy aligned competency development and business impact.
2. The larger population of the First Time Managers would also be put through a transition process that is more than the hygiene and run of the mill, cookie-cutter processes prevalent today.

What does an effective First Time Manager transition process need today?

1. C-suite leaders defining the output and input for this transition.
2. The performance and progress of the transition process being on the organisation review dashboard.
3. Developing the First Time Managers on higher order relevant competencies as against the Vanilla competencies:
   • Moving from Q-to-Q focus to at least a 6-month horizon.
   • Ability to take decisions with long-term impact rather than short term results.
   • How to use their time in a way that allows them to focus on the new key aspects of their role:
     • Developing and engaging their teams
     • Ensuring performance from all team members rather than just the stars
     • Focusing on 6-to-12-month horizons in addition the Q-to-Q execution.
     • Sustainable Problem solving.
     • Ensuring incidence of crisis is limited rather than being in a crisis mode all the time.
     • Collaborating with CFT counterparts to evolves nimble and aligned processes.
4. Courage, Initiative and Resilience.

 

This two-pronged strategy for First Time Manager to mid- level transition is a “must do” and not a “nice to have” initiative. It is not meant to help Talent Teams meet their objectives alone, it is meant for the c-suite to meet their objectives. The Talent Team plays the role of experts and facilitators, and the c-suite plays the role of being the drivers and anchors.

It needs a radical shift for all stakeholders and participants and needs a long-term horizon thinking vis meeting localised short term KPIs. 

The good news? It is possible and have precedence and proven success.

The author of this article, InspireOne – a global leader in leadership, sales and organizational development – offers first time managers training program to help individual contributors prepare for their new role by focusing on relevant areas of leading self and leading people as multipliers. To learn more about First Time Managers Training program and other learning and development programs for your employees and leaders, connect with InspireOne.