As one progresses from being a top-notch individual contributor to a team leader, the priorities need to change. The approach towards work needs to evolve from Doing to Leading. The new leader must not be perceived as an individual contributor with the leader’s title alone. Initially, a new leader could even double up by doing the extra work, but eventually time and resources catch on, so one needs to learn how to delegate. Instead of being involved at every stage, one’s presence must merely be essential to getting the work done. Four strategies have been identified to cope with this transition more smoothly. Firstly, a transparent discussion must be had with team members on what’s at stake and explain the reasons why the particular piece of work is important. Inspiring the commitment of subordinates is a key aspect of talent management, so special focus must be made on honing this skill. Employee engagement must be to the right degree. Too less of it, why might seem remote, too much may imply a sense of micromanagement. Just as the really good investors know when to refuse, a successful manager must practice the art of saying “yes”, “no” and “yes, if”. By being selective, one assumes the role of the catalyst.


Uploaded Date:21 October 2017

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