BUILDING TRUST UPWARD: Strategies for New Managers

by Leslie Rohonczy, Executive Coach, IMC, PCC | ©2024 | www.leslierohonczy.com

Congratulations on your new leadership role!

As a new manager, your natural focus will be on getting to know your new employees and building team trust. And it’s equally essential for your success and the smooth functioning of your team to focus on building trust with your own leader and your peers.

Investing in building trust with your leadership team fosters open communication, facilitates collaboration, and can significantly contribute to your own professional growth and career advancement.

Here are strategies to help new managers build trust upwards, with examples of some common challenges you may experience as a new leader, and some of the best practices you can experiment with.

UNDERSTANDING COMMON CHALLENGES

1. Navigating Unfamiliar Dynamics: New managers often face unfamiliar organizational dynamics and may struggle to understand their bosses' and peers' priorities and expectations.

2. Balancing Authority and Approachability: Striking the right balance between being authoritative and approachable can be difficult, especially when dealing with more experienced peers or superiors.

3. Managing Perceptions: New managers must carefully manage how they are perceived to establish credibility and avoid being seen as inexperienced or overconfident.

BEST PRACTICES TO OVERCOME CHALLENGES

1. Effective Communication

Example: Imagine a new manager, Sarah, who has just taken over a team in a large organization. Sarah regularly updates her boss on her team's progress through concise, clear reports and sets up bi-weekly one-on-one meetings to discuss key issues and seek feedback.

Practice: Maintain transparent and consistent communication. Share progress updates, challenges, and successes openly. This shows that you are proactive and accountable.

Tip: Utilize tools like project management software to keep everyone informed and reduce misunderstandings.

2. Building Relationships

Example: Praveen, a new manager, takes the initiative to invite his peers for casual coffee meetings. During these informal chats, he learns about their projects, challenges, and how they prefer to work, fostering a sense of camaraderie and understanding.

Practice: Invest time in building relationships with your peers and superiors. Show genuine interest in their work and offer your support where possible.

Tip: Attend cross-departmental meetings and social events to expand your network and understand the broader organizational landscape.

3. Demonstrating Competence and Reliability

 Example: Emily, a newly promoted manager, consistently delivers on her promises. When she commits to a deadline, she meets it or communicates any potential delays well in advance. Her boss and peers quickly learn that they can rely on her.

 Practice: Be dependable and consistent. Meet your deadlines, keep your promises, and be prepared for meetings. Demonstrate your competence through your actions and decisions.

Tip: Document your achievements and challenges, and be ready to discuss them during performance reviews or informal check-ins.

4. Seeking and Acting on Feedback

 Example: Tom regularly seeks feedback from his boss and his peers. He then takes actionable steps to address any concerns and shares his progress with those who provided the feedback, showing that he values their input.

 Practice: Actively seek feedback and act on it. This shows that you are committed to continuous improvement and value the perspectives of others.

 Tip: Use tools like anonymous surveys or suggestion boxes if direct feedback is not forthcoming.

5. Leading by Example

 Example: Mei leads by example by adhering to the company's values and ethics. And when her team experiences conflict , Mei supports them by modelling transparency, and by facilitating problem-solving conversations that explore assumptions and collaboration challenges. This demonstrates her commitment to the team’s success and earns their respect and trust.

 Practice: Model the behavior you want to see in others. Show integrity, respect, and dedication in all your interactions.

 Tip: Highlight and reward examples of positive behavior in your team, reinforcing the standards you set.

WHAT ‘SUCCESS’ LOOKS LIKE

 As we’ve explored, building trust upward as a new manager requires a combination of effective communication, relationship-building, reliability, openness to feedback, and leading by example.

 Here are two examples to illustrate how new managers can establish strong, trust-based relationships with their bosses, their leader’s bosses, and their peers, by addressing common challenges with these best practices.

CASE STUDY 1 | Transforming Team Dynamics

 Michael, a new manager at a tech company, faced resistance from his team and peers due to his young age. By consistently communicating his vision, involving his team in decision-making, and demonstrating his technical expertise, Michael gradually earned their trust. His efforts culminated in a successful product launch that exceeded company expectations, earning him accolades from his boss and peers.

 Situation: Michael was promoted to manage a team of experienced software developers. Some team members doubted his capabilities due to his age and perceived lack of experience.

 Actions Taken:

• Communication: Michael held a series of team meetings to clearly communicate his vision and goals for the team. He encouraged open dialogue and invited team members to share their thoughts and concerns.

• Involvement in Decision-Making: He involved his team in key decisions, such as choosing the technology stack for a new project. This inclusion made the team feel valued and respected.

• Demonstrating Expertise: Michael took the lead on a critical part of the project, showcasing his technical skills and problem-solving abilities. He also organized knowledge-sharing sessions where team members, including himself, could present on their areas of expertise.

 Outcome: The team's initial skepticism turned into respect and trust. The collaborative approach led to innovative solutions, and the project was completed ahead of schedule with high-quality results. The successful product launch earned Michael recognition from his superiors and helped him solidify his leadership role.

 Try-Its:

• Hold Regular Team Meetings: Schedule weekly or bi-weekly meetings to discuss project progress, address concerns, and share updates.

• Encourage Open Dialogue: Create a safe space for team members to voice their opinions and ideas without fear of judgment.

• Lead by Example: Take on challenging tasks and demonstrate your expertise to inspire confidence in your team.

CASE STUDY 2 | Overcoming Initial Resistance

 Linda, a new marketing manager, found herself at odds with a more experienced peer who felt overlooked for the promotion. Linda addressed the issue head-on by inviting her peer to collaborate on a high-visibility project. By acknowledging her peer's expertise and working together, they developed a strong working relationship, and her peer became one of her biggest advocates.

 Situation: Linda was promoted over a colleague, James, who had more years of experience in the company. James felt slighted and was initially uncooperative, creating tension in the department.

  Actions Taken:

• Open Conversation: Linda invited James for a coffee to discuss his concerns. She listened actively and acknowledged his feelings, expressing her respect for his experience and contributions.

• Collaboration: Linda proposed that they co-lead a major marketing campaign, leveraging James's expertise and her fresh perspective. She delegated key responsibilities to James, empowering him to take charge of important aspects of the project.

• Recognition: Throughout the project, Linda publicly recognized James' contributions, in team meetings and reports to upper management.

 Outcome: James appreciated Linda's approach and began to see her as a collaborator rather than a rival. Their combined efforts led to a highly successful marketing campaign, which significantly boosted the company's brand visibility. This success not only improved their working relationship, it also earned them both praise from senior executives.

 Try-Its:

• Address Conflicts Early: Don’t ignore tension or conflict. Address it openly and constructively.

• Leverage Strengths: Identify and utilize the strengths of your team members, giving them opportunities to shine.

• Acknowledge Contributions: Publicly recognize and celebrate the contributions of your peers and team members.

THE ART OF TOUGH CONVERSATIONS: Best Practices for Leaders

by Leslie Rohonczy, Executive Coach, IMC, PCC | ©2024 | www.leslierohonczy.com

In the realm of leadership, tough conversations are inevitable. And no matter how high your level of seniority is, the challenging emotions we might experience during these interactions can be uncomfortable. Whether delivering critical feedback, discussing performance issues, or, perhaps most challenging of all, letting someone go, these conversations are an integral part of your leadership accountability.

 As an executive coach, I've helped many leaders navigate the emotional and professional complexities in preparing for challenging conversations. Here are some of the challenges I’ve seen senior leaders wrestle with, and some of the best practices to consider when preparing for tough conversations.

THE CHALLENGES

Emotional Toll | The emotional burden of tough conversations can be significant. Leaders often feel a sense of personal responsibility and empathy towards their employees, making the act of delivering bad news particularly stressful. This emotional toll on the leader can lead to procrastination, avoidance, and increased anxiety. For example, you may hesitate to let an underperforming team member go because you know the individual is going through personal hardships, such as a family illness. Your empathy can make it difficult to separate your personal feelings from your professional responsibilities.

 Maintaining Professionalism | Balancing empathy with professionalism is crucial. Leaders must convey the necessary messages without letting their emotions cloud their judgment or delivery. Striking this balance is often easier said than done, especially when the conversation has significant consequences for the employee. For example, during a performance review, you may feel tempted to downplay negative feedback to avoid hurting the employee’s feelings. However, this could lead to misunderstandings about the seriousness of the issues and hinder the employee's growth.

 Legal and Ethical Considerations | Navigating the legal and ethical implications of difficult conversations, particularly terminations, adds another layer of complexity to an already-challenging discussion. Ensuring the conversation is conducted fairly, respectfully, and in compliance with legal standards is essential to avoid potential repercussions. For example, when terminating an employee, ensure that the specific reasons for termination are well-documented and legally sound to prevent claims of wrongful dismissal or discrimination. This requires careful preparation and adherence to HR policies and legal guidelines.

BEST PRACTICES & ‘TRY-ITS’

Preparation is Key | Thorough preparation is vital for any tough conversation. Leaders should clearly outline the key points they need to convey and reflect on likely potential reactions from the employee. Practicing the conversation beforehand can help in articulating thoughts more clearly and confidently. Try-it: Before a meeting to discuss a significant performance issue, prepare by reviewing the employee’s performance records, noting specific incidents that illustrate the problem, and rehearse how to present this information in a clear, constructive, and respectful way.

 Be Direct but Compassionate | Honesty is crucial, but it must be balanced with compassion. Be direct about the issues at hand, but also express empathy and understanding. This approach helps to respect and maintain the person’s dignity while clearly communicating the necessary message. Clear is kind. Try-it: When informing an employee about their termination, you could say, “This decision was incredibly difficult, and I understand it’s a lot to take in. We’ve seen a consistent pattern in performance that hasn’t improved despite our efforts, and we need to make this change. I’m here to support you through this transition.”

Create a Safe Environment | Conduct the conversation in a private, comfortable setting where the employee feels safe. This environment encourages open communication and helps manage the emotional intensity of the situation. Ensure there are no interruptions and that the focus remains on the conversation topic. Try-it: Schedule the conversation in a private office or a neutral, quiet space where you won’t be interrupted. This setting helps the employee feel respected and ensures the conversation remains confidential.

 Listen Actively | Active listening is a critical skill during tough conversations. Allow the employee to express their thoughts and feelings without interruption. Acknowledge their emotions and show that you value their perspective. This approach fosters a sense of respect and understanding, even in difficult circumstances. Try-it: If an employee reacts emotionally to feedback, you might respond, “I hear that you’re feeling frustrated and upset. Your work is important to us, and I want to understand your perspective. Let’s talk more about what’s been challenging for you.”

 Provide Support and Resources | When letting someone go, offer support and resources to help them through this transition. Support could include outplacement services, references, or guidance on the next steps. Demonstrating your commitment to their well-being, especially through their departure, conveys that you care about them, and that the company is committed to supporting them. Try-it: After informing an employee of their termination, you could offer, “We’ve arranged for outplacement services to help you find your next opportunity. They’ll be really helpful in helping you navigate the next steps to finding the role that’s right for you.”

 Follow Up | After the conversation, follow up with the employee to ensure they are coping well. This could be a brief check-in or offering additional support if needed. For remaining team members, communicate about the change to the team as transparently as possible – while respecting the departing employee’s confidentiality – and address any concerns they might have. This will help you to monitor morale and trust within the team, as forced departures tend to create fear and anxiety in remaining employees. Try-it: A few days after a tough conversation with your employee, reach out to them with an email or call, saying, “I wanted to check in and see how you’re doing. If you need any additional support, please let me know.” And when an employee has been terminated, you can say to the remaining employees, “I want to address the recent changes and reassure you that we are here to support each of you through this transition. I won’t communicate the specific reasons for the departure, because I’m respecting their privacy, but I invite your questions and concerns.”

As a leader, tough conversations are part of your role. Embrace challenging conversations as opportunities to foster growth and resilience within your team and organization and as a leadership development opportunity. These experiences will not only help you strengthen your leadership, but they can help you cultivate a culture of candor and accountability in your organization.