Want your team to give you more honest feedback? Consider how honest you are in the feedback you give, and how you react when they share tough feedback with you. Want your team to be on time for meetings? Consider how on-time you typically are yourself. You can’t expect your team to behave in a certain way if you don’t exemplify those actions yourself. Yes, the work is meaningful to you - but how is it meaningful to each individual team member? Question #3: How can I personally model the behavior I want to be true across my team? Reflect on how you’re communicating the long-term vision of the team, and how it’s relevant and connected to your team. But are they only for you? □ Remember that no one can read your mind, and you’re the one person on the team whose job it is to say where you’re trying to go, and why getting there is important. The vision, the mission, the goals are crystal clear to you. Question #2: How can I create as much clarity and coherence about what needs to get done and why? You’re not as susceptible to letting fear or your ego get in the way of serving your team. You no longer try to manipulate inputs outside of your control, and that frankly don’t matter: How a team member chooses to accomplish a task, or if a team member likes you. When you’re focused on influencing an environment instead of people, you concentrate your efforts on the inputs within your control: How you communicate priorities, the decisions you make, the gestures of care and support you show. Question #1: How can I create an environment for people to do their best work?Ī leader doesn’t shape people - a leader shapes an environment. I hope you’ll find your own answers to them. From the thousands of leaders who use Know Your Team and the many leaders I’ve chatted with on my podcast and beyond, it’s an accumulation of the best questions they’ve asked themselves. Questions to ask yourself that reveal what action you need to take, what shift in mindset you need to make. Rather than providing answers, I’ve got questions - four in particular. So, I’ve got a different kind of new manager checklist for you. The “answer” is more complex than any new manager checklist could hope to capture. We’re each vastly different, operating in distinct environments, interacting with unique people and dynamics and obstacles. Rather, I think any attempt at an “answer” to becoming a better leader lies in the questions we can ask ourselves along the way. But I’ll be the first to admit that none of what I’ve written contains some singular, sweeping answer to the question, “How do I become a better manager?” Sure, I’ve shared stories, data, and insights. Perhaps the sheer number of articles I’ve written on this blog is further proof of the variance and nuance involved in figuring out how to become a better manager. As Ralph Stogdill famously wrote in 1974, “there are almost as many different definitions of leadership as there are persons who have attempted to define the concept.” Scholars can hardly agree on the definition of leadership, alone. ![]() Yet when it comes to becoming a better leader, I’m not convinced there’s is one. The 1–2–3 steps to follow so we can right our wrongs and make progress faster. ![]() We’re obsessed with wanting to know the answer. There’s got to be some secret point of leverage that you don’t yet know about to becoming a better leader… It has to be out there, right? ![]() The silver bullet, the trick, the hack, the leadership best practice, the new manager checklist. Instead of promising you quick ‘n easy answers, this new manager checklist probes deeper with 4 questions to help you become better as a leader.
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