{"id":7272,"date":"2022-10-18T14:46:35","date_gmt":"2022-10-18T18:46:35","guid":{"rendered":"https:\/\/thediversitymovement.com\/?p=7272"},"modified":"2023-12-11T10:53:07","modified_gmt":"2023-12-11T15:53:07","slug":"the-4-key-skills-top-leaders-need-to-teach-new-managers","status":"publish","type":"post","link":"https:\/\/thediversitymovement.com\/the-4-key-skills-top-leaders-need-to-teach-new-managers\/","title":{"rendered":"The 4 Key Skills Top Leaders Need to Teach New Managers"},"content":{"rendered":"<p><button id=\"listenButton1\" class=\"responsivevoice-button\" type=\"button\" value=\"Play\" title=\"ResponsiveVoice Tap to Start\/Stop Speech\"><span>&#128266; Listen to this article<\/span><\/button>\n        <script>\n            listenButton1.onclick = function(){\n                if(responsiveVoice.isPlaying()){\n                    responsiveVoice.cancel();\n                }else{\n                    responsiveVoice.speak(\"\u201cTell me about your first management role,\u201d says leadership coach Nils Vinje. He begins most episodes of his B2B Leadership podcast this way, and the answer is usually the same: I was thrown into the job and I made lots of mistakes. This scenario is much too common. Top individual performers get promoted into leadership, but their past excellence doesn\u2019t mean they know how to lead teams. Plus, these rookie managers rarely get the support they need to thrive in their new role.\u00a0 Throwing people into leadership roles without proper training or support can have dire consequences for businesses. Ineffective managers can sabotage productivity, undermine team cohesion, and drive away top talent. But if busy senior leaders and middle managers make time for mentoring and coaching, they can prevent these costly problems.\u00a0 The first step is for companies to acknowledge the importance of first-line managers, who directly supervise front-line workers and customer-facing personnel. \u201cIf we empowered and enabled our new managers from a leadership perspective, we could change everything in the entire organization,\u201d Vinje says. \u201cThey are the linchpins.\u201d And by focusing on four essential leadership skills, top managers can make the most of limited coaching time, help rookie leaders thrive, and ensure a high-performing, inclusive workplace culture. Curing the epidemic of bad management Bad managers are everywhere. They are roasted on TikTok and flamed on Twitter, but lousy leadership is no laughing matter. An August 2020 survey by SHRM reports 84 percent of U.S. workers blame bad managers for creating unnecessary stress. Bloomberg wrote in October 2021, that bad managers are making the labor crisis worse. And this challenge isn\u2019t new. In his 1969 book, \u201cThe Peter Principle,\u201d Laurence J. Peter famously described how managers are promoted until they are ineffective in their jobs and cease being promoted. But even though the problem isn\u2019t new, it doesn\u2019t have to be permanent. Proper leadership development and training can cure bad management.\u00a0\u00a0 \u201cThere\\'s lots of training in lots of different areas, but the one that is overlooked the most is leadership development and training for new managers,\u201d Vinje says. \u201cWhen you get to the executive ranks, you get to hire an executive coach. If you\\'re below the executive ranks, you\u2019re told to figure it out, read a book, go to Udemy. But that\u2019s not enough\u201d For busy senior managers, outsourcing the leadership training for new managers can be worth the investment. These lessons are more effective if they are practical and can be used immediately. Vinje designed his B2B Leaders Academy with those goals in mind. He created content that can be consumed in short sessions, so new managers can integrate them into the flow of work. However, most organizations depend on middle managers to train their first-line managers, if they receive any coaching at all. It can be challenging to know where to begin, but these four leadership skills are a good foundation. Help your rookie leaders develop a leadership mindset, encourage them to give good feedback, and teach them to set clear expectations and hold their direct reports accountable. Your mentoring will enable your peak individual performer to transition smoothly to influential team leader.\u00a0 Before anything else, a shift in attitude The first, most important task is to help newly promoted leaders shift their mindset from being an individual contributor to prioritizing the welfare and performance of the team. Changing their viewpoint can be one of the highest hurdles for new leaders, Vinje says, especially if their egos have been linked to their individual performance.\u00a0 \u201cYou\\'re in 100% control of everything that you do and deliver as an individual contributor, and all of a sudden, you don\\'t have control over the output anymore. You are responsible for other people\\'s output. Your mindset has to shift from doing everything to make sure I\\'m successful, to doing everything to make sure my team is successful,\u201d Vinje says.\u00a0 \u201cIf leaders are struggling with the fact that it\\'s not about them, it\\'s about their team, it\\'s going to be really hard for them to be a great leader, because they\\'re still focused on themselves.\u201d https:\/\/youtu.be\/LhUGP4cWN6s First-line managers who don\u2019t put the team first might hold onto high-profile assignments, make decisions without getting team input, take personal credit for others\u2019 work or ideas, or blame their direct reports for any failures. None of these behaviors should be tolerated. Senior leadership and middle managers should make it clear that rookie leaders will be held accountable for their team\u2019s performance. They should be encouraged to build relationships with their direct reports through weekly one-on-one meetings. By getting to know the people on their team, new leaders can play to team strengths and shore up individual weaknesses. Important projects should be distributed in an equitable way, depending on those strengths.\u00a0 Again and again, mentors should emphasize that the team\u2019s performance and productivity are what matter, and new leaders should direct the work, not do the work. Emphasize the power of clear expectations The second key skill for new managers is the ability to set clear expectations. Those not used to leading teams might feel uncomfortable giving orders, and this discomfort causes them to give unclear directions with tentative deadlines.\u00a0 \u201cOne of the biggest problems I see, especially with new leaders, is that when it comes to expectations, they\\'re vague,\u201d Vinje says. \u201cOne of my favorite sayings is, \u2018What happens in vagueness stays in vagueness.\u2019\u201d\u00a0 Mentors can help their mentees understand that when they don\u2019t set clear expectations, team performance suffers. The new leader might assume their direct report knows what they want, but making assumptions about another person rarely works out well. Often unclear expectations result in outcomes that are inadequate, late, or poorly executed.\u00a0\u00a0 \u201cThe person who was responsible for it will feel terrible, because they didn\\'t deliver it on time or they delivered something that had nothing to do with what you actually wanted.\u201d Ideally, expectations should be an agreement that will achieve the best outcome for the team. Mentors can help their mentees get used to this process by demonstrating the S.T.A.R. framework, which frames expectations as specific, timely, action-oriented, and realistic. Both the rookie leader and their team member should understand the task to be accomplished, when the task should be finished, and what a successful outcome will look like. \u201cThe key skill set there is being 100% clear, 100% confident, and 100% in agreement with the other party with regards to the expectation and not shying away from that,\u201d Vinje says.\u00a0 Show how accountability cultivates trust If expectations are clear and employees agree to them, including the timeline, they should be held accountable for accomplishing the task or providing the product. But new managers can have a hard time following up or enforcing consequences of unmet expectations. They might be tempted to overlook a poor performance or to redo the work themselves. Mentors should emphasize that neither practice helps the team. \u201cWe as leaders have to hold people accountable to what they already agreed to deliver to us. And the No. 1 concern that new leaders have, when it comes to accountability, is they do not want to sound, feel, or appear like a micromanager,\u201d Vinje says. \u201cThey might say, \u2018I don\\'t want to be the bad guy.\u2019\u201d Mentors can help new managers focus on team welfare instead of the momentary distress of dealing with a staffer\u2019s poor performance. Far from being a micromanager or the bad guy, leaders demonstrate their allegiance to the team and build mutual trust when they hold employees accountable for their actions and work. When everyone on the team knows that they are all working hard for a common goal, they will be more engaged and more likely to perform well too.\u00a0 This culture of accountability, according to Forbes, results in an ownership mindset and contributes to high-performing teams. Encourage effective feedback Hand in hand with accountability is the need for feedback, both positive and negative. Effective feedback is essential for professional growth, and too many employees are denied this vital learning opportunity.\u00a0 Mentors should remind their mentees how important feedback is and that it takes practice, especially if it is negative. Sometimes, a communication framework can help new leaders get used to the process. Feedback should happen soon after the issue arises, the problem should be articulated clearly, and discussion should focus on a solution. New leaders should also be expected to provide positive feedback, words of encouragement, and public acknowledgment when a job is done well. Senior managers can also model how to give effective feedback. But new managers, especially if they have been outstanding individual performers, might not be used to criticism, no matter how constructive. One useful strategy is to align the feedback with the new manager\u2019s professional or personal goals. \u201cHow can you help someone in a significant way, if you don\\'t know what they want,\u201d says Donald Thompson, CEO of The Diversity Movement and an experienced executive coach. \u201cIn order to achieve at a high level, there\\'s going to be pain, sacrifice, and inconvenience. And people only go through pain, sacrifice, and inconvenience for something that they want.\u201d Inclusive mentoring is an investment in company culture Learning how to lead teams is an ongoing process, and there is always more to learn \u2013 even for seasoned leaders. But by providing a strong foundation of knowledge, mentors can help rookie leaders be successful from the start. By linking their personal success to the team, being clear about expectations, holding people accountable, and giving solution-focused feedback, new managers can avoid common leadership pitfalls and thrive in their new role. And by taking time to coach inclusive leadership, senior leaders and middle managers can help transform a high-performing individual into an effective manager. And at the same time, they are contributing to a company culture where every employee feels valued and motivated. Resources for inclusive leaders Additionally, mentors can point to resources that provide complimentary viewpoints and useful information. There are countless books, podcasts, articles, and courses on better leadership, but here are a few to begin with: Connected Leaders Academy. McKinsey & Company offers this free leadership course designed to improve the talent pipeline and give leaders the skills and support to succeed. There are currently cohorts for Black leaders, Latine leaders, and Asian leaders. The Donald Thompson Podcast. Entrepreneur, adviser, and speaker Donald Thompson hosts business leaders and inspiring guests who have forged paths to success. The B2B Leadership Podcast. Best-selling author and leadership coach Nils Vinje interviews leaders about their journey and what they\\'ve learned along the way. \u201cThe 7 Habits of Highly Effective People,\u201d by Stephen R. Covey. For 30 years, this book has helped leaders of all types transform how they work and think about work. It\u2019s a classic for a reason.\u00a0 \u201cDare to Lead,\u201d by Brene Brown. High-performing leaders use empathy, courage and connection to build and grow inclusive teams. This book tells leaders how to put those principles into action. \u201cRadical Candor,\u201d by Kim Malone Scott. The former Apple and Google executive explains how radical candor \u2013 feedback that incorporates both praise and criticism \u2013 is the antidote to toxic work culture. \u201cThe Inclusive Language Handbook: A Guide to Better Communication and Transformational Leadership,\u201d by Jackie Ferguson and Roxanne Bellamy. This slim, but powerful volume helps leaders consistently use respectful language that promotes belonging, productivity, and teamwork.\u00a0 For more great advice on inclusive leadership, check out Jackie Ferguson\u2019s interview with Nils Vinje on the \u201cDiversity: Beyond the Checkbox\u201d podcast. Amber Keister is a Content Writer and Editor at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.\", \"US English Male\");\n                }\n            };\n        <\/script>\n     <\/br><\/p>\n<figure id=\"attachment_6976\" aria-describedby=\"caption-attachment-6976\" style=\"width: 210px\" class=\"wp-caption alignleft\"><img decoding=\"async\" class=\"size-medium wp-image-6976 lazyload\" data-src=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/08\/Nils-Half-Body-Transparent-4-210x300.png\" alt=\"Nils headshot\" width=\"210\" height=\"300\" data-srcset=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/08\/Nils-Half-Body-Transparent-4-210x300.png 210w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/08\/Nils-Half-Body-Transparent-4.png 425w\" data-sizes=\"(max-width: 210px) 100vw, 210px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" style=\"--smush-placeholder-width: 210px; --smush-placeholder-aspect-ratio: 210\/300;\" \/><figcaption id=\"caption-attachment-6976\" class=\"wp-caption-text\">Nils Vinje<\/figcaption><\/figure>\n<p><span style=\"font-weight: 400;\">\u201cTell me about your first management role,\u201d says leadership coach Nils Vinje. He begins most episodes of his <\/span><a href=\"https:\/\/podcasts.apple.com\/ph\/podcast\/b2b-leadership-podcast\/id1584748039\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">B2B Leadership podcast<\/span><\/a><span style=\"font-weight: 400;\"> this way, and the answer is usually the same: I was thrown into the job and I made lots of mistakes.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">This scenario is much too common. Top individual performers get promoted into leadership, but their past excellence doesn\u2019t mean they know how to lead teams. Plus, these rookie managers rarely get the support they need to thrive in their new role.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Throwing people into leadership roles without proper training or support can have dire consequences for businesses. Ineffective managers can sabotage productivity, undermine team cohesion, and drive away top talent. But if busy senior leaders and middle managers make time for mentoring and coaching, they can prevent these costly problems.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The first step is for companies to acknowledge the importance of first-line managers, who directly supervise front-line workers and customer-facing personnel. \u201cIf we empowered and enabled our new managers from a leadership perspective, we could change everything in the entire organization,\u201d Vinje says. \u201cThey are the linchpins.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And by focusing on four essential leadership skills, top managers can make the most of limited coaching time, help rookie leaders thrive, and ensure a high-performing, inclusive workplace culture.<\/span><\/p>\n<h2>Curing the epidemic of bad management<\/h2>\n<p><span style=\"font-weight: 400;\">Bad managers are everywhere. They are roasted on TikTok and flamed on Twitter, but lousy leadership is no laughing matter. An August 2020 <\/span><a href=\"https:\/\/www.shrm.org\/about-shrm\/press-room\/press-releases\/pages\/survey-84-percent-of-us-workers-blame-bad-managers-for-creating-unnecessary-stress-.aspx\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">survey by SHRM<\/span><\/a><span style=\"font-weight: 400;\"> reports 84 percent of U.S. workers blame bad managers for creating unnecessary stress. Bloomberg wrote in October 2021, that <\/span><a href=\"https:\/\/www.bloomberg.com\/opinion\/articles\/2021-10-25\/bad-managers-are-making-the-labor-crisis-worse\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">bad managers are making the labor crisis worse<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><img decoding=\"async\" class=\"alignnone wp-image-7273 size-large lazyload\" data-src=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM-1024x679.png\" alt=\"Older manager criticizing younger employee\" width=\"1024\" height=\"679\" data-srcset=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM-1024x679.png 1024w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM-600x398.png 600w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM-300x199.png 300w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM-768x509.png 768w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM-1536x1018.png 1536w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.30.17-PM.png 1614w\" data-sizes=\"(max-width: 1024px) 100vw, 1024px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" style=\"--smush-placeholder-width: 1024px; --smush-placeholder-aspect-ratio: 1024\/679;\" \/><\/p>\n<p><span style=\"font-weight: 400;\">And this challenge isn\u2019t new. In his 1969 book, <\/span><a href=\"https:\/\/en.wikipedia.org\/wiki\/Peter_principle\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">\u201cThe Peter Principle,\u201d<\/span><\/a><span style=\"font-weight: 400;\"> Laurence J. Peter famously described how managers are promoted until they are ineffective in their jobs and cease being promoted. But even though the problem isn\u2019t new, it doesn\u2019t have to be permanent. Proper leadership development and training can cure bad management.\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cThere&#8217;s lots of training in lots of different areas, but the one that is overlooked the most is leadership development and training for new managers,\u201d Vinje says. \u201cWhen you get to the executive ranks, you get to hire an executive coach. If you&#8217;re below the executive ranks, you\u2019re told to figure it out, read a book, go to Udemy. But that\u2019s not enough\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For busy senior managers, outsourcing the leadership training for new managers can be worth the investment. These lessons are more effective if they are practical and can be used immediately. Vinje designed his <\/span><a href=\"https:\/\/www.b2bleadersacademy.com\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">B2B Leaders Academy<\/span><\/a><span style=\"font-weight: 400;\"> with those goals in mind. He created content that can be consumed in short sessions, so new managers can integrate them into the flow of work.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">However, most organizations depend on middle managers to train their first-line managers, if they receive any coaching at all. It can be challenging to know where to begin, but these four leadership skills are a good foundation. Help your rookie leaders develop a leadership mindset, encourage them to give good feedback, and teach them to set clear expectations and hold their direct reports accountable. Your mentoring will enable your peak individual performer to transition smoothly to influential team leader.\u00a0<\/span><\/p>\n<h2>Before anything else, a shift in attitude<\/h2>\n<p><span style=\"font-weight: 400;\">The first, most important task is to help newly promoted leaders shift their mindset from being an individual contributor to prioritizing the welfare and performance of the team. Changing their viewpoint can be one of the highest hurdles for new leaders, Vinje says, especially if their egos have been linked to their individual performance.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cYou&#8217;re in 100% control of everything that you do and deliver as an individual contributor, and all of a sudden, you don&#8217;t have control over the output anymore. You are responsible for other people&#8217;s output. Your mindset has to shift from doing everything to make sure<\/span><i><span style=\"font-weight: 400;\"> I<\/span><\/i><span style=\"font-weight: 400;\">&#8216;m successful, to doing everything to make sure <\/span><i><span style=\"font-weight: 400;\">my team<\/span><\/i><span style=\"font-weight: 400;\"> is successful,\u201d Vinje says.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cIf leaders are struggling with the fact that it&#8217;s not about them, it&#8217;s about their team, it&#8217;s going to be really hard for them to be a great leader, because they&#8217;re still focused on themselves.\u201d<\/span><\/p>\n<div class=\"embed-responsive embed-responsive-16by9\"><iframe title=\"Top Tips for Inclusive Leadership, with Nils Vinje\" width=\"500\" height=\"281\" data-src=\"https:\/\/www.youtube.com\/embed\/LhUGP4cWN6s?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" class=\"lazyload\" data-load-mode=\"1\"><\/iframe><\/div>\n<p><span style=\"font-weight: 400;\">First-line managers who don\u2019t put the team first might hold onto high-profile assignments, make decisions without getting team input, take personal credit for others\u2019 work or ideas, or blame their direct reports for any failures. None of these behaviors should be tolerated.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Senior leadership and middle managers should make it clear that rookie leaders will be held accountable for their team\u2019s performance. They should be encouraged to build relationships with their direct reports through weekly one-on-one meetings. By getting to know the people on their team, new leaders can play to team strengths and shore up individual weaknesses. Important projects should be distributed in an equitable way, depending on those strengths.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Again and again, mentors should emphasize that the team\u2019s performance and productivity are what matter, and new leaders should direct the work, not do the work.<\/span><\/p>\n<p><a href=\"https:\/\/thediversitymovement.com\/library\/\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" class=\"alignnone wp-image-8876 size-large lazyload\" data-src=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/04\/NEW-TDM-Library-Display-Ad_Large-A-1024x341.png\" alt=\"TDM Library: your one-stop-shop for update, expert DEI Resources. Explore the platform with a free trial. Click here to learn more.\" width=\"1024\" height=\"341\" data-srcset=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/04\/NEW-TDM-Library-Display-Ad_Large-A-1024x341.png 1024w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/04\/NEW-TDM-Library-Display-Ad_Large-A-600x200.png 600w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/04\/NEW-TDM-Library-Display-Ad_Large-A-300x100.png 300w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/04\/NEW-TDM-Library-Display-Ad_Large-A-768x256.png 768w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/04\/NEW-TDM-Library-Display-Ad_Large-A.png 1200w\" data-sizes=\"(max-width: 1024px) 100vw, 1024px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" style=\"--smush-placeholder-width: 1024px; --smush-placeholder-aspect-ratio: 1024\/341;\" \/><\/a><\/p>\n<h2>Emphasize the power of clear expectations<\/h2>\n<p><span style=\"font-weight: 400;\">The second key skill for new managers is the ability to set clear expectations. Those not used to leading teams might feel uncomfortable giving orders, and this discomfort causes them to give unclear directions with tentative deadlines.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cOne of the biggest problems I see, especially with new leaders, is that when it comes to expectations, they&#8217;re vague,\u201d Vinje says. \u201cOne of my favorite sayings is, \u2018What happens in vagueness stays in vagueness.\u2019<\/span><span style=\"font-weight: 400;\">\u201d\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Mentors can help their mentees understand that when they don\u2019t set clear expectations, team performance suffers. The new leader might assume their direct report knows what they want, but making assumptions about another person rarely works out well. Often unclear expectations result in outcomes that are inadequate, late, or poorly executed.\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cThe person who was responsible for it will feel terrible, because they didn&#8217;t deliver it on time or they delivered something that had nothing to do with what you actually wanted.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ideally, expectations should be an agreement that will achieve the best outcome for the team. <\/span><span style=\"font-weight: 400;\">Mentors can help their mentees get used to this process by demonstrating the S.T.A.R. framework, which frames expectations as specific, timely, action-oriented, and realistic. <\/span><span style=\"font-weight: 400;\">Both the rookie leader and their team member should understand the task to be accomplished, when the task should be finished, and what a successful outcome will look like.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cThe key skill set there is being 100% clear, 100% confident, and 100% in agreement with the other party with regards to the expectation and not shying away from that,\u201d Vinje says.\u00a0<\/span><\/p>\n<h2>Show how accountability cultivates trust<\/h2>\n<p><span style=\"font-weight: 400;\">If expectations are clear and employees agree to them, including the timeline, they should be held accountable for accomplishing the task or providing the product. But new managers can have a hard time following up or enforcing consequences of unmet expectations. They might be tempted to overlook a poor performance or to redo the work themselves. Mentors should emphasize that neither practice helps the team.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cWe as leaders have to hold people accountable to what they already agreed to deliver to us. And the No. 1 concern that new leaders have, when it comes to accountability, is they do not want to sound, feel, or appear like a micromanager,\u201d Vinje says.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cThey might say, \u2018I don&#8217;t want to be the bad guy.\u2019\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Mentors can help new managers focus on team welfare instead of the momentary distress of dealing with a staffer\u2019s poor performance. Far from being a micromanager or the bad guy, leaders demonstrate their allegiance to the team and build mutual trust when they hold employees accountable for their actions and work. When everyone on the team knows that they are all working hard for a common goal, they will be more engaged and more likely to perform well too.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">This culture of accountability, <\/span><a href=\"https:\/\/www.forbes.com\/sites\/forbescoachescouncil\/2021\/11\/22\/how-to-cultivate-an-ownership-mindset-in-your-team\/?sh=946a98027f9e\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">according to Forbes<\/span><\/a><span style=\"font-weight: 400;\">, results in an ownership mindset and contributes to high-performing teams.<\/span><\/p>\n<p><a href=\"https:\/\/theinclusivelanguagehandbook.com\/\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" class=\"alignnone wp-image-6166 size-large lazyload\" data-src=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2020\/09\/TILH-Ad-1024x341.png\" alt=\"ad featuring the inclusive language handbook cover\" width=\"1024\" height=\"341\" data-srcset=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2020\/09\/TILH-Ad-1024x341.png 1024w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2020\/09\/TILH-Ad-600x200.png 600w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2020\/09\/TILH-Ad-300x100.png 300w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2020\/09\/TILH-Ad-768x256.png 768w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2020\/09\/TILH-Ad.png 1200w\" data-sizes=\"(max-width: 1024px) 100vw, 1024px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" style=\"--smush-placeholder-width: 1024px; --smush-placeholder-aspect-ratio: 1024\/341;\" \/><\/a><\/p>\n<h2>Encourage effective feedback<\/h2>\n<p><span style=\"font-weight: 400;\">Hand in hand with accountability is the need for feedback, both positive and negative. Effective feedback is essential for professional growth, and too many <\/span><a href=\"https:\/\/www.forbes.com\/sites\/darreonnadavis\/2022\/06\/15\/black-women-are-less-likely-to-get-quality-feedback-at-work-that-impacts-their-earnings-and-leadership-opportunities-over-time\/?sh=6910f7307b7a\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">employees are denied this vital learning opportunity<\/span><\/a><span style=\"font-weight: 400;\">.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Mentors should remind their mentees how important feedback is and that it takes practice, especially if it is negative. Sometimes, <\/span><a href=\"https:\/\/www.meeteor.com\/post\/giving-feedback\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">a communication framework<\/span><\/a><span style=\"font-weight: 400;\"> can help new leaders get used to the process. Feedback should happen soon after the issue arises, the problem should be articulated clearly, and discussion should focus on a solution. New leaders should also be expected to provide positive feedback, words of encouragement, and public acknowledgment when a job is done well.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Senior managers can also model how to give effective feedback. But new managers, especially if they have been outstanding individual performers, might not be used to criticism, no matter how constructive. One useful strategy is to align the feedback with the new manager\u2019s professional or personal goals.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cHow can you help someone in a significant way, if you don&#8217;t know what they want,\u201d says <\/span><a href=\"https:\/\/wraltechwire.com\/2022\/02\/16\/giving-feedback-8-tips-for-how-to-deliver-positive-impact-immediately\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Donald Thompson, CEO of The Diversity Movement<\/span><\/a><span style=\"font-weight: 400;\"> and an experienced executive coach. \u201cIn order to achieve at a high level, there&#8217;s going to be pain, sacrifice, and inconvenience. And people only go through pain, sacrifice, and inconvenience for something that they want.\u201d<\/span><\/p>\n<h2>Inclusive mentoring is an investment in company culture<\/h2>\n<p><img decoding=\"async\" class=\"alignnone wp-image-7276 size-large lazyload\" data-src=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM-1024x597.png\" alt=\"Female professional giving a high five to her colleague in conference room. Group of colleagues celebrating success in a meeting.\" width=\"1024\" height=\"597\" data-srcset=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM-1024x597.png 1024w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM-600x350.png 600w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM-300x175.png 300w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM-768x448.png 768w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM-1536x896.png 1536w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2022\/10\/Screen-Shot-2022-10-18-at-2.42.48-PM.png 1824w\" data-sizes=\"(max-width: 1024px) 100vw, 1024px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" style=\"--smush-placeholder-width: 1024px; --smush-placeholder-aspect-ratio: 1024\/597;\" \/><\/p>\n<p><span style=\"font-weight: 400;\">Learning how to lead teams is an ongoing process, and there is always more to learn \u2013 even for seasoned leaders. But by providing a strong foundation of knowledge, mentors can help rookie leaders be successful from the start. By linking their personal success to the team, being clear about expectations, holding people accountable, and giving solution-focused feedback, new managers can avoid common leadership pitfalls and thrive in their new role.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And by taking time to coach inclusive leadership, senior leaders and middle managers can help transform a high-performing individual into an effective manager. And at the same time, they are contributing to a company culture where every employee feels valued and motivated.<\/span><\/p>\n<h2>Resources for inclusive leaders<\/h2>\n<p><span style=\"font-weight: 400;\">Additionally, mentors can point to resources that provide complimentary viewpoints and useful information. There are countless books, podcasts, articles, and courses on better leadership, but here are a few to begin with:<\/span><\/p>\n<ul>\n<li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/people-and-organizational-performance\/how-we-help-clients\/mckinsey-academy\/connected-leaders-academy\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\"><strong>Connected Leaders Academy.<\/strong><\/span><\/a><span style=\"font-weight: 400;\"> McKinsey &amp; Company offers this free leadership course designed to improve the talent pipeline and give leaders the skills and support to succeed. There are currently cohorts for Black leaders, Latine leaders, and Asian leaders.<\/span><\/li>\n<li><a href=\"https:\/\/donaldthompson.com\/podcast\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\"><strong>The Donald Thompson Podcast.<\/strong><\/span><\/a><span style=\"font-weight: 400;\"> Entrepreneur, adviser, and speaker Donald Thompson hosts business leaders and inspiring guests who have forged paths to success.<\/span><\/li>\n<li><strong><a href=\"https:\/\/podcasts.apple.com\/ph\/podcast\/b2b-leadership-podcast\/id1584748039\" target=\"_blank\" rel=\"noopener\">The B2B Leadership Podcast. <\/a><\/strong><span style=\"font-weight: 400;\">Best-selling author and leadership coach Nils Vinje interviews leaders about their journey and what they&#8217;ve learned along the way.<\/span><\/li>\n<li><strong><a href=\"https:\/\/7habitsstore.com\/7-habits-30th-anniversary-hard-cover-book\" target=\"_blank\" rel=\"noopener\">\u201cThe 7 Habits of Highly Effective People,\u201d <\/a><\/strong><span style=\"font-weight: 400;\">by Stephen R. Covey. For 30 years, this book has helped leaders of all types transform how they work and think about work. It\u2019s a classic for a reason.\u00a0<\/span><\/li>\n<li><strong><a href=\"https:\/\/brenebrown.com\/book\/dare-to-lead\/\" target=\"_blank\" rel=\"noopener\">\u201cDare to Lead,\u201d <\/a><\/strong><span style=\"font-weight: 400;\">by Brene Brown. High-performing leaders use empathy, courage and connection to build and grow inclusive teams. This book tells leaders how to put those principles into action.<\/span><\/li>\n<li><strong><a href=\"https:\/\/www.radicalcandor.com\/\" target=\"_blank\" rel=\"noopener\">\u201cRadical Candor,\u201d <\/a><\/strong><span style=\"font-weight: 400;\">by Kim Malone Scott. The former Apple and Google executive explains how radical candor \u2013 feedback that incorporates both praise and criticism \u2013 is the antidote to toxic work culture.<\/span><\/li>\n<li><strong><a href=\"https:\/\/theinclusivelanguagehandbook.com\/\" target=\"_blank\" rel=\"noopener\">\u201cThe Inclusive Language Handbook: A Guide to Better Communication and Transformational Leadership,\u201d<\/a><\/strong><span style=\"font-weight: 400;\"> by Jackie Ferguson and Roxanne Bellamy. This slim, but powerful volume helps leaders consistently use respectful language that promotes belonging, productivity, and teamwork.\u00a0<\/span><\/li>\n<\/ul>\n<p><strong>For more great advice on inclusive leadership, check out Jackie Ferguson\u2019s interview with Nils Vinje on the <a href=\"https:\/\/thediversitymovement.com\/top-tips-for-inclusive-leadership-with-nils-vinje\/\" target=\"_blank\" rel=\"noopener\">\u201cDiversity: Beyond the Checkbox\u201d podcast<\/a>.<\/strong><\/p>\n<p><a href=\"https:\/\/thediversitymovement.com\/library\/\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" class=\"alignnone size-large wp-image-8041 lazyload\" data-src=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/03\/TDM-Library-Footer-Ad-A-1024x85.png\" alt=\"Display ad for TDM Library. Text says &quot;Find more content like this in TDM Library. Start my free trial&quot;\" width=\"1024\" height=\"85\" data-srcset=\"https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/03\/TDM-Library-Footer-Ad-A-1024x85.png 1024w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/03\/TDM-Library-Footer-Ad-A-600x50.png 600w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/03\/TDM-Library-Footer-Ad-A-300x25.png 300w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/03\/TDM-Library-Footer-Ad-A-768x64.png 768w, https:\/\/thediversitymovement.com\/wp-content\/uploads\/2023\/03\/TDM-Library-Footer-Ad-A.png 1200w\" data-sizes=\"(max-width: 1024px) 100vw, 1024px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" style=\"--smush-placeholder-width: 1024px; --smush-placeholder-aspect-ratio: 1024\/85;\" \/><\/a><\/p>\n<p><em><a href=\"https:\/\/thediversitymovement.com\/team\/amber-keister\/\" target=\"_blank\" rel=\"noopener\"><b>Amber Keister<\/b><\/a> <span style=\"font-weight: 400;\">is a Content Writer and Editor at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on <\/span><a href=\"https:\/\/www.linkedin.com\/in\/amberkeister\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Linkedin<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u201cTell me about your first management role,\u201d says leadership coach Nils Vinje. He begins most episodes of his B2B Leadership podcast this way, and the answer is usually the same:15<\/p>\n","protected":false},"author":2,"featured_media":7276,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[62,5],"tags":[],"tdm_type":[92],"class_list":["post-7272","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-inclusive-leadership","category-blogs","tdm_type-articles"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>The 4 Key Skills Top Leaders Need to Teach New Managers - The Diversity Movement<\/title>\n<meta name=\"description\" content=\"By focusing on four essential leadership skills, top managers can make the most of limited coaching time, help rookie leaders thrive, and ensure a high-performing, inclusive workplace culture.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/thediversitymovement.com\/the-4-key-skills-top-leaders-need-to-teach-new-managers\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The 4 Key Skills Top Leaders Need to Teach New Managers - 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