After you are through with the celebrations for your job promotion,
what's next? Get back to work, of course. More importantly, ensure that
your career moves in the right direction. How you do this will depend on
the factors that were responsible for your promotion in the first
place.
Rockstar :The promotion was a delayed acknowledgement of your superstar status and contribution, and to make sure you don't jump ship to join the competition. Your boss tells you to carry on with the good work because you were handling the responsibilities of your present role well before you got the new designation.
Do not listen to him as status quo converts you into an average team leader from a superstar team mate. It's time to create your own job description. To do so, write down the role and responsibilities of the next, higher post. Against each role, map out the gaps in the organisation, say, a poor sales reporting structure or inadequate mentoring of junior leaders. Identify the tasks that are essential to the firm, where taking ownership will be noticed and appreciated. Set quarterly goals over the next 12 months, acquiring necessary knowledge and delivering exceptional results in new areas. Leverage existing skills and relationships to train and empower your team, and it will free you up for bigger games. You will retain your status and be on your way to the next promotion.
Rock of Gibraltar: You are a rock solid team member, who can be relied on to deliver every time. However, your promotion has failed to change your role, though your designation and compensation have altered. The firm wants to retain you as a replacement would be more expensive. Treat the promotion as a wakeup call. It is an acknowledgement of your existing skills, but does not help you grow and evolve. Approach the challenge with an open mind and keenness to learn.
Talk to your boss and the HR about your needs. Discuss the areas in which you can contribute more and develop KRAs for the year that can help you grow. Set stiff monthly targets and have a plan to reach these. Review these every two weeks and don't be afraid to fail. Spend time to forge new relationships with the next level of senior managers, who can impact your work. However, don't hurry to make changes at the workplace and avoid discussing your problems and challenges with old team mates
First rock available: A senior manager has quit, creating an unexpected vacancy, or a new client insisted that a senior person handle his account. Your firm was scrambling for a quick, low-cost promotion and you were the best bet. Your salary did not change much, but the new designation carries higher responsibilities. This is a great opportunity for your career. Since the firm will be willing to offer a helping hand, ask for required training and specific team members, who are vital for your new deliverables. Negotiate for reasonable targets for the year while you learn the ropes. Do not come across as arrogant and realise that if you do not make the cut, you will be replaced at the end of the year. Make your annual plan with a focus on acquiring measurable skills, which will not only help you deliver the goods but also bolster your resume. Your to-do list for each month should include investing time in your reportees. Enhancing inter-personal and team-building skills is your best bet for success and prepares you for additional responsibilities.
Rockstar :The promotion was a delayed acknowledgement of your superstar status and contribution, and to make sure you don't jump ship to join the competition. Your boss tells you to carry on with the good work because you were handling the responsibilities of your present role well before you got the new designation.
Do not listen to him as status quo converts you into an average team leader from a superstar team mate. It's time to create your own job description. To do so, write down the role and responsibilities of the next, higher post. Against each role, map out the gaps in the organisation, say, a poor sales reporting structure or inadequate mentoring of junior leaders. Identify the tasks that are essential to the firm, where taking ownership will be noticed and appreciated. Set quarterly goals over the next 12 months, acquiring necessary knowledge and delivering exceptional results in new areas. Leverage existing skills and relationships to train and empower your team, and it will free you up for bigger games. You will retain your status and be on your way to the next promotion.
Rock of Gibraltar: You are a rock solid team member, who can be relied on to deliver every time. However, your promotion has failed to change your role, though your designation and compensation have altered. The firm wants to retain you as a replacement would be more expensive. Treat the promotion as a wakeup call. It is an acknowledgement of your existing skills, but does not help you grow and evolve. Approach the challenge with an open mind and keenness to learn.
Talk to your boss and the HR about your needs. Discuss the areas in which you can contribute more and develop KRAs for the year that can help you grow. Set stiff monthly targets and have a plan to reach these. Review these every two weeks and don't be afraid to fail. Spend time to forge new relationships with the next level of senior managers, who can impact your work. However, don't hurry to make changes at the workplace and avoid discussing your problems and challenges with old team mates
First rock available: A senior manager has quit, creating an unexpected vacancy, or a new client insisted that a senior person handle his account. Your firm was scrambling for a quick, low-cost promotion and you were the best bet. Your salary did not change much, but the new designation carries higher responsibilities. This is a great opportunity for your career. Since the firm will be willing to offer a helping hand, ask for required training and specific team members, who are vital for your new deliverables. Negotiate for reasonable targets for the year while you learn the ropes. Do not come across as arrogant and realise that if you do not make the cut, you will be replaced at the end of the year. Make your annual plan with a focus on acquiring measurable skills, which will not only help you deliver the goods but also bolster your resume. Your to-do list for each month should include investing time in your reportees. Enhancing inter-personal and team-building skills is your best bet for success and prepares you for additional responsibilities.
Rock the boat: The firm has taken a calculated gamble
to promote internally and carve out additional responsibilities for you.
Another manager has been cut down to size and is expected to leave
before he is fired. Though you are their agent of change, the
communication on expectations won't be clearly articulated. To get the
complete picture, note the inputs from your superiors and the HR team,
and focus on the contradictions. This will help you map out the
ambiguity in your job profile. Devise a strategy to avoid the pitfalls
that bro ught down your predecessor, and lay out your goals for the
year. The changes will not stop with you and there will be a cascading
effect in your team, who will compare you with the previous manager.
Once the changes are set in motion, it will be time to negotiate for a
fair share of resources. Work to create team bonding with a common
vision and goals. Communicate well to rebuild the sense of security.
Don't rock the boat :You are in a bureaucratic or elite firm, which does not like to rock the boat and has fixed promotion cycles on seniority as long as you meet the basic performance criteria. Your promotion does not signal a special status and you are safe in terms of wellstructured job expectations. Learn about the team, budgets, expense accounts and authority that come with the role. Adapt to the new role and leverage resources to deliver better-than-average results. Seek advice from people in the next rung and mentors to identify lucrative projects and opportunities that will help showcase your output. Learn to listen and seek opinions, and your relationships with previous team members are unlikely to be affected. You will meet new clients and managers and have access to more information. To succeed, you will need to look at the business with a different perspective.
5 biases to avoid
HiPPO is right: Teams are used to deferring to the Highest Paid Person's Opinion (HiPPO), and now that is you. This tendency kills good suggestions and is a quick route to failure. As a good boss, listen to others since promotion does not translate into a magical ability to make your ideas the best, every time.
Friends don't fight: Your best friendships may have been built with colleagues over beers or shared personal problems. Now, as their boss, the dynamics will change when you need to manage and pull them up. To make both careers work, have a frank chat with each one and work to keeping personal and professional relationships separate.
Business as usual: Following your old, established routine feels secure, comfortable and tempting. However, it means that you are still stuck in your previous role and have refused to acknowledge new responsibilities. Step out of your comfort zone while you build a new schedule aligned to your new role.
Sincerity is everything: Being sincere and working long hours may have worked well in the past to log higher output. Now that the output of your team matters, this is irrelevant. Apart from being sincere, learn to communicate, train and discipline to help your reportees achieve their targets.
Bosses are bad news: Staying out of your boss' path may have been a good idea to avoid criticism and extra work. Continuing with this attitude could be disastrous. Engage closely with your superiors. Predict their needs, deliver on expectations and communicate problems well before you are expected to.
Don't rock the boat :You are in a bureaucratic or elite firm, which does not like to rock the boat and has fixed promotion cycles on seniority as long as you meet the basic performance criteria. Your promotion does not signal a special status and you are safe in terms of wellstructured job expectations. Learn about the team, budgets, expense accounts and authority that come with the role. Adapt to the new role and leverage resources to deliver better-than-average results. Seek advice from people in the next rung and mentors to identify lucrative projects and opportunities that will help showcase your output. Learn to listen and seek opinions, and your relationships with previous team members are unlikely to be affected. You will meet new clients and managers and have access to more information. To succeed, you will need to look at the business with a different perspective.
5 biases to avoid
HiPPO is right: Teams are used to deferring to the Highest Paid Person's Opinion (HiPPO), and now that is you. This tendency kills good suggestions and is a quick route to failure. As a good boss, listen to others since promotion does not translate into a magical ability to make your ideas the best, every time.
Friends don't fight: Your best friendships may have been built with colleagues over beers or shared personal problems. Now, as their boss, the dynamics will change when you need to manage and pull them up. To make both careers work, have a frank chat with each one and work to keeping personal and professional relationships separate.
Business as usual: Following your old, established routine feels secure, comfortable and tempting. However, it means that you are still stuck in your previous role and have refused to acknowledge new responsibilities. Step out of your comfort zone while you build a new schedule aligned to your new role.
Sincerity is everything: Being sincere and working long hours may have worked well in the past to log higher output. Now that the output of your team matters, this is irrelevant. Apart from being sincere, learn to communicate, train and discipline to help your reportees achieve their targets.
Bosses are bad news: Staying out of your boss' path may have been a good idea to avoid criticism and extra work. Continuing with this attitude could be disastrous. Engage closely with your superiors. Predict their needs, deliver on expectations and communicate problems well before you are expected to.
Source : http://economictimes.indiatimes.com
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