Your new role, as a leader of leaders, is a totally different job. There is a need for conscious focus and deliberate effort to leave behind practices that served you well, and to learn and adopt new practices. An important part of this is to realise that transitioning roles can be confusing and even overwhelming at times. But you’ll also see that these challenging times are a healthy part of the process.
The transition to a senior leader role is a significant step in one’s career. It involves moving from an individual contributor or mid-level management position to a position of higher responsibility and authority within an organisation, as a leader of other leaders. This transition is difficult for several reasons, which can be attributed to the increased scope of responsibilities, changes in leadership dynamics, and the need for new skills and mindsets.
Firstly, the shift to a senior leader role often means a substantial increase in the scope of responsibilities. Senior leaders are expected to oversee larger teams, manage complex projects, and make crucial decisions that impact the entire organisation. The level of accountability rises significantly, and any mistakes can have far-reaching consequences. This added pressure can be overwhelming, especially for those who are not prepared for the magnitude of the changes.
Secondly, the dynamics of leadership change at the senior level. As a senior leader, one must collaborate with other executives and stakeholders, navigate office politics, and manage relationships with the board of directors. This requires a high level of emotional intelligence, strong communication skills, and the ability to influence and negotiate effectively. The shift from being a team member to overseeing other leaders can also create new interpersonal challenges, as former peers may now be direct reports.
The transition to a senior leader role demands a new set of skills and mindsets. While technical expertise may have been sufficient in previous roles, senior leaders must also possess strategic thinking, vision-setting, and long-term planning abilities. They need to develop a broader perspective on the organisation and the industry, focusing on aligning the company’s goals with market trends and customer needs.
Adapting to a more strategic role also requires letting go of micromanagement tendencies and empowering others to take ownership of their work. Delegating effectively and building a high-performing leadership team is crucial for success, but this shift can be challenging for individuals who were previously used to being hands-on with day-to-day tasks.
Micromanagement is when you closely supervise every detail of your leaders and their teams’ work, not trusting them to use their judgement. Micromanaging can come in many forms, but one thing’s for sure – if you are doing it, everyone will know. But you may not. Micromanagers usually have a lack of trust or belief in people, which leads to them being overly controlling to satisfy their need to hold more power over others than necessary.
Another common reason why people tend to micromanage is that they’re stuck in the habits of their old role. If you were promoted into a role where you are now leading other leaders, then it’s possible you haven’t learned how to lead at this level yet. This tends to be the case with leaders who are micromanaging without realising it. It’s time to let go of your old team leader practices and start working at the right job level.
Senior leaders must master the art of handling ambiguity and uncertainty. In higher leadership positions, decisions are often made with incomplete information, and the risks involved can be substantial. The ability to analyse situations, take calculated risks, and maintain composure during crises is essential. The transition to a senior leader role requires continuous learning and development. Leadership skills are not static; they evolve with experience and feedback. Embracing a growth mindset and seeking opportunities for self-improvement are essential for thriving in this new role.
Lastly, the pressure to perform and meet expectations can create stress and burnout for new senior leaders. The weight of leadership can impact personal life, leading to potential conflicts between work and family responsibilities.
In conclusion, the transition to a senior leader role is difficult due to the increased scope of responsibilities, changes in leadership dynamics, the need for new skills and mindsets, handling ambiguity, and the pressure to perform. Navigating this transition successfully requires self-awareness, adaptability, continuous learning, and a willingness to embrace the challenges and uncertainties that come with leading at a higher level. With the right support, coaching, and dedication to personal growth, individuals can overcome these difficulties and thrive in their new senior leadership roles.
In some ways, it’s very natural to keep doing the things that have been working for you. Yes, some of the knowledge, skills and practices that you have from your first team-leader role will still be useful as a leader of leaders, but not all of them. Some of them you will keep, and some you will need to leave behind. The important thing is that you become aware of the unquestioned beliefs you have about success.
Being Leaders delivers a leadership development program, working with people who are navigating their leader-of-leaders role. Based on the concepts in the Amazon best-seller, Becoming a Leader of Leaders, the program provides practical tools and resources to help people transform from overworked to incredibly impactful.
Transform your people from overworked to incredibly impactful.
Contact Being Leaders to find out more.
