Tracy had taken the two-day leadership training offered by her company. She had just received a promotion to manage four employees and she had never been a supervisor before. At the end of the training, Tracy left with a lot of leadership tools in her toolbox.
She felt confident and was excited to start her new position. And then….
Three weeks into her new job, she started feeling overwhelmed. She had no idea how time-consuming and DIFFERENT it would be to not only do her job, but to manage others doing their jobs. And she had four to manage!
When I meet with companies and their teams, I help them understand the different communication styles and personalities of individuals. Tracy has her hands full because she is managing employees with very different communication and work styles.
Jane is intuitive. She looks at the overall, big picture and wants her co-workers to get to the point fast because she has no patience for details and is looking toward the long-range goal. Her type A personality highlights the overachiever in her. She needs acknowledgement for every bit of work she accomplishes. She has little patience for the feelings and emotions of others. She doesn’t like feedback, even if it is constructive.
John is more personal. He’s the diplomat and listener on the team. While others appear to be put off by his touchy-feely approach, he produces results. He is sensitive to others’ feelings and feels responsible to smooth over disagreements that occur within the team. He makes sure everyone is taken care of, and is working together well.
Emily is a functional communicator. Many perceive her as the gossip, but what she does best is understand the details so that nothing gets missed. She is known for calling out others on their lack of performance. Hers is a controlling personality that wants to make sure everyone does their job so that projects can be completed successfully.
Missy just wants the facts. She is analytical. Period. End of story. She cringes when John walks into the room. She constantly shoots him down when he is sharing a story one of his clients told him. If it doesn’t relate to the project at hand, Missy doesn’t want to hear it. She constantly complains about John and everyone is impacted by her apparent dislike of him. Some think she has no emotions.
Tracy is in a tough position. Her four employees, their personalities, and ways in which they communicate are driving her crazy. She just wants everyone to get along, get to work and get the job done. She can’t figure out how to use anything in her new leadership toolkit to address these challenges.
What should Tracy do?
Tracy is not alone. According to research from the Centre for Management and Organizational Effectiveness, when training is followed up by coaching, there is a 65 percent increase in productivity and the ability to apply the skills learned from training.
Don’t let your new leaders fail! If you or someone you know are in a situation similar to Tracy’s, contact Joy today! She can customize a coaching plan to help develop and support emerging leaders.