Whatever industry you’re working in, the length of time that you’ve been a leader, or the degree of leader you’re at, there will be moments where you feel like your peers and subordinates aren’t taking the time to consider your leadership position.
If you’re in this circumstance, let’s understand how you can turn the situation around and convince your subordinates to consider seriously what you say.
1. You don’t appear well.
It’s late for your meetings, your hair is messy or wet, your blouse or shirt isn’t ironed correctly, and you look shabby.
Dressing up to impress can feel like a superficial thing; however, the truth is that when your hair is unkempt and you appear like you had a battle with someone while driving to the meeting, this says more about your character than the people who gave an unflattering impression of you.
And, of course, your punctuality (or your lack of it) can make people think that you don’t care about your time. It’s not a good idea to do business with those who make you feel that their time is more important than your own. Nobody wants to talk to someone who hasn’t put in the effort and time to at the very least appear presentable.
2. You are unable to create the proper boundaries.
Most often, employees who are promoted internally may encounter this problem. You may be an individual leader over the people you once had a relationship with, which raises new issues. Am I still close to the outside of work? Do I let them communicate with me as they used to as peers? Do I talk to them like I did when I was a peer?
The answer is that it all depends on the culture of your workplace, but in reality, there needs to be a shift (an effective one). Set boundaries on how you will be treated with respect and viewed as a leader.
Understand that having close friends outside of work can create bias against employees in other departments, and be aware you are a manager. You are now required to be concerned about your employees in ways that you did not before (such as their progress or performance).
3. There is no understanding between you and your team.
As a new manager, you must win the heart of your team. The team and you create an entirely new bond. The relationship is formed in two directions. It is important to let them get familiar with you. You must also get to know them. The best approach is to hold regular team meetings and one-on-one meetings.
There is no shame in it for you to show your flaws. You can openly admit that you’re brand new to the organisation or group. You are now searching for a job and would be grateful that your team backed you. Similar to the other opposite. Let them know that you are available and will be available to assist them.
Don’t assume that just because you have previously managed a team does not mean you can know the best way to manage an entirely new team. Embrace diversity. Spend time with them. If the previous manager has started a certain program, promised promotion, or training, you can ensure continuity.
4. You don’t stick to your word and keep your commitments.
If you’re not consistent in your promises and commitments, everyone will face issues being regarded as trustworthy and respected. Your word and actions are important, especially when you are in a leadership position. It is, for instance, an extremely common saying, “We should meet to have lunch/dinner at some point!” and that is never to happen. It is only the next time you will have with the person to conclude with the same phrase.
“In other words that unless you are planning to fulfill, don’t make a promise leave your lips. Do what you preach. The words are good, but your actions define you.”
5. You don’t give a damn about others.
The most important job of the manager is to care for his staff. They are your support. It’s a tough time for many new managers. They have grown up doing their work independently. However, managers must take on an obligation to others.
It’s not necessary to behave like your favorite friend or parent. You care about your job health and balance between work and life. Happy employees are productive ones. So, don’t just care about the outcome and support the process and working methods. “How” is just more important than what is required to be accomplished. If your team’s performance is good, then you’re successful.
6. You’re not keeping your word.
When it comes to trust, lying is the simplest and most effective method to destroy it. So, it’s funny that the majority of people continue to lie to their teams and others around them.
Talk is all that’s needed, and there’s no walk. Leaders tend to think big and make shiny promises. However, they can’t fulfill their promise when the time is right.
Whatever the reason (with the exception of course), if you fail to meet your commitments and fail to stay faithful to your word, people will lose faith in you and your promises for the future.
7. You lack confidence.
Perhaps you are appropriately dressed. Maybe you arrived on time for your appointment. Then you start speaking and mumbling. You have sweaty palms. You’re slouching. You make fun and start laughing when asked an inquiry you can’t answer. You’ve lost the ability to smile.
If you don’t have confidence, you’ll appear like a leader who doesn’t know what he/she will do next. When you demonstrate that you’re not sure of your knowledge, skill, and abilities, people will begin to turn off their attention because they’ll think they cannot trust your word and actions.
8. You are unable to stick with your decisions.
Do not change your message or actions regularly, such as “Drive Results in this field,” “Leave it, work on something else,” “Focus on this,” “Now focus on that,” and “Yes, the extended breaks are permitted,” “No, they are not permitted,” “Put your phone away” “but you can take your phone out and call so and so.”
Look at where you are going. The consistency of your actions is linked directly to reason. You must be consistent in your advocacy policies and mission, goals and intentions, and what you do and speak. It’s hard to be respected by one who’s like a box of chocolates; you never know what you will receive!
Conclusion
The problem is that you seem to think you’re an expert, and you don’t even care about your team. In time, your team will quit you. Always remain humble and curious. You care about your organization as well as your employees. Your team members should know that you are there for them and be able to count on your assistance. The team culture can take time to develop. It’s how teams interact. Being able to be a good listener is what makes a difference.
Always pay attention to your team members, learn about their motivations, and discover how they work. Simple statements will not work, be precise, clear, and fair. If you don’t know, you can learn.