Training Industry Magazine - March/April 2020 - 16

ces needed to be successful during one of the biggest psychological and emotional shifts we make in our professio
nd that 58% of new leaders received no training when they were promoted into their first leadership position. A Z
tter leaders. That's a major disservice to those who are new to leadership and want to succeed but are not given
velopment. But consider this: Entry- and first-level frontline managers - many of whom have never managed be
key performance indicators like customer satisfaction, employee engagement and productivity. Moreover, these n
population and develop them accordingly. One efficient and cost-effective way to help new leaders is to get the
eadership lessons while maximizing the chances that what is learned will stick with new leadership personnel. P
ce appraisal and formal feedback, which is critical to the work of any boss. This article highlights six evidenced-ba
Mindset Bosses should help new leaders move away from what psychologist Carol Dweck calls a "fixed mindset" -
here they accept challenges, feedback on shortcomings and failure. Bosses can reinforce that mistakes and failu
age new leaders to implement what they learned in the future. The conversations bosses have with new leaders
en those fears? Let me tell you about the mistakes I made when I was new to leadership. What would you have d
o do the next time you are in a similar situation? As a leader, how will you cultivate a growth mindset for you direc
ill. Continued reliance on those skills will leave them struggling in their leadership role where other skills are key,
do you like to be communicated with in terms of emails, status updates, meetings and the like? Is it the same as
hod and timeliness of communication? Think about the people you work with. Do they like to be influenced using l
n you adapt your approach to influence to best fit their preferences? A Different Work Relationship One of the b
y friend - to boss. Bosses of new leaders must have conversations that help new leaders understand their new w
ns around three fundamental concepts that emerge when effective leadership occurs, according to Center for Cr
ur team been involved in establishing those goals? Alignment - What conversations have you had with team m
e goals and mission of the team? Commitment - How have you gone about learning what motivates your team m
u keep each of your team members engaged in their work? A Different Attitude Toward Work Many new leaders
nd start delegating, coaching and developing their direct reports to do the work. Here, bosses can speak with new
nges others and, if done well, allows them to succeed? How do you feel about feedback? What's the best piece of
you? That way you can feel comfortable knowing that I can take and implement it for the better. In turn, you will
open feedback and development for your team. A Different Perspective Having a different perspective means tur
come with them. Bosses should let new leaders know that politics are a natural part of any organization. It's not
following: Tell me what you have noticed about other departments or functions. What are their goals, missions an
t's because people have an "I win, and you lose" mentality. In the future, how might you promote a win-win menta
ine, authentic, ethical and of good character shouldn't be something new. It should be an expected quality of

Developmental
Conversations
Bosses Should
Have with their
New Managers

ave you ever tried something new? Maybe
it was a sport or hobby you wanted to take
up in your leisure time or perhaps a new
computer program or system your organization
adopted. Most of the time, when you are new to
something, there's someone - a coach, instructor
or trainer - to guide you, in some programmatic,
thoughtful and deliberate way. Rarely are you just
thrown into it without someone supporting you
along the way, right?

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In my experience, there's one example
where the answer to that question is a
resounding no: Being new to leadership.
It is troubling that those who get
promoted into their first formalized
leadership position in organizations do
not get the time and resources needed
to be successful during one of the
biggest psychological and emotional
shifts we make in our professional lives
- going from a hard working employee
to a frontline or first-level manager,
supervisor or director. A CareerBuilder
survey found that 58% of new leaders
received no training when they were
promoted into their first leadership
position. A Zenger Folkman study found
it takes 12 years on average for a leader
to get any leadership development

https://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?id=pr626&sd=3%2F28%2F2011&ed=12%2F31%2F2011 https://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?id=pr626&sd=3%2F28%2F2011&ed=12%2F31%2F2011

Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020