The Sunday Mail
Women & Leadership
Maggie Mzumara
WHETHER you are a new leader or a seasoned one, it is critical that you hold your own.
As the head of your company or team, your subordinates need to know they can trust and bank on your leadership, that you have what it takes to effectively steer the ship. Holding your own can be daunting, especially in the beginning. Here are some tips.
Define and own your
leadership style
Make it clear to everyone what you stand for, what is important to you and what you will or will not tolerate. Own your style and make it easier for subordinates to follow you by making the style personal and inspirational.
Be familiar with
your environment
To make an impact from the start, make sure you know what you are getting yourself into. This includes familiarising yourself fully with both the external and internal environments. Conduct industrial, sectoral and organisational assessments using input from various sources. Then use the information to devise an action plan.
Know the organisational culture
Every organisation has its own culture and way of doing things. Before you start changing things around, it will be best to acclimatise first, appreciate how things are done and how people relate. Only then can you, with some certainty, see the gaps and what needs changing, improving or discarding. Remember if it is not broken, do not fix it.
Generate your own vision
Craft your vision and use diversified communication vehicles, including face-to-face meetings, emails, memos, notices etcetera to articulate it effectively. Let people know that you have great ideas and aspirations and you plan on making them happen with their cooperation.
Outline your priorities
Show others what is most critical to you by identifying the priority areas to improve the bottom line. As you plan, divide the areas into short- and long-term goals. Make it clear you are there to get things done.
Consider all stakeholders
Make time to meet all stakeholders to hear firsthand their expectations and aspirations. Connecting with stakeholders is as important as any other task you will do. It is these stakeholders who help make the company what it is.
Communicate who you are
Let your colleagues and employees know who you are and what you are all about. Be transparent but at the same time share only what is relevant to your official designation. No need to overshare your personal details.
Cultivate trust with your team
When you become a leader, chances are you inherit a team that you may not have had a hand in selecting. They may not be the dream team you want, but do not let this affect you.
Give yourself and the team time and opportunity for discovery and a chance to align with you and your vision and start building trust.
Identify roles and responsibilities
Make sure everyone is rightly placed with their roles and responsibilities to leverage their strengths.
Often-times, good employees are wrongly placed. Spot and place them to best advantage.
Listen more than you speak
Speak less, listen more. Get as much input as you can on the major decisions and use this to improve the team’s effectiveness and productivity.
Communicate effectively
Be clear always. In every communication, public or private, with people at every level of the organisation and outside, be open, transparent and forthcoming.
Be decisive
Early on, cultivate the skill and demonstrate the ability to make decisions. Do not prevaricate and do not second guess yourself.
Encourage creativity, innovation
Encourage innovative ideas among your team members and reward them for their efforts.
Avoid power trips
Do not let the power get to you. Instead of letting your ego take you over, be humble and gradually adapt and transform according to the needs and dictates of your position.
Maggie Mzumara is a leadership, communication and media strategist as well as corporate trainer. She advocates women leadership and is founder of Success in Stilettos (SiS), a leadership development platform for women. Contact her on [email protected] or follow on Twitter @magsmzumara.
