How to prepare for your first leadership position

“It’s important to gain a clear view of how other people see you, how they find working with you and any challenges they find,” said Professor Sivarajah.  

“Find out where your blind spots are and understand whether you are winning the hearts and minds of other people, or whether you’re simply managing and micro-managing. That’s a great measurement of where you’re currently at as a leader and how you need to grow.” 

Professor Colton added: “People say you often learn more from your failures than your successes, but that doesn't mean that it must be a catastrophic failure. It can be learning from the little things each day, like how you manage relationships and projects.” 

“You won’t be perfect at anything,” said Professor Sivarajah. “That’s where the building and learning comes in. Over time, you’ll become a better leader so seize the opportunity to start learning.”  

In his own leadership preparation, Professor Sivarajah chose to focus on the three key strengths and characteristics that define him as a strong leader, rather than giving agency to his weaknesses. 

He said: “What are three genuine characteristics or strengths that you want to build your reputation on as a leader? I’m good at seeing the big picture. I can see the impact that a decision will have and I can analyse whether an idea is achievable. If you can enhance those three characteristics and build that manifesto of who you are as a leader, you can be clear about what you bring to the table.” 

Professor Sivarajah said: “In a managerial role, you will be used to downward line management where you ask your team to work on specific tasks and to report back to you.  

“In leadership, there are bigger influential responsibilities on top of line management that include persuading upwards and sideways. You need good diplomacy skills and negotiation skills to do that well and build trust around you.” 

Depending on your field, it may be possible to create a career that crosses various roles and areas. It’s what Professor Colton calls a ‘zigzag career’. 

She said: “Think about how you can move into different parts of your organisation and take opportunities to work on short-term assignments or placements in other areas. It’s about widening your perspective and gaining broader knowledge about leadership and management across the business. 

“Becoming a leader is not like a light switch. It’s not something you can turn on and off. It’s something people gravitate towards throughout their lives as they gain a cumulation of experiences and leadership skills. Not all people are positional leaders. You might be a leader and not in an official leadership role, but you’re leading all the same. There are many different types of leadership and some of the best leaders don’t have official positions.” 

“There is an operational vs strategic balance in leadership. You need to have the confidence in your team and be able to trust them to do what they need to do, but know when to step in and say, ‘OK this isn’t going in the right direction’ and set them on the right path,” said Professor Sivarajah.  

“You want things to be done, delivered and implemented so you need to also be a finisher. I think the biggest challenge is creating that balance of when to step in or step aside.” 

He added: “There is also a brutality needed in blocking out your time, while still being available for your team to reach out if they need to. Time is going to be the biggest factor to contend with in a leadership role and being able to be present with each task while having the space to sit back and consider the right direction. 

One of the greatest lessons Professor Colton has learned in her career is that being a leader does not mean you know everything. “It’s cliché but often in your first leadership role, you come in and think you understand everything, but as you grow in your capacity and performance, you realise just how much you don’t know. That’s a good thing,” she said.  

“Sometimes new leaders can launch straight into new initiatives without taking the time to acquire the right knowledge, to listen and reflect before acting. It can lead to fatigue, uncertainty and distrust in your team, so it’s important to learn how to listen to your people before making decisions. 

“A lot of learning within a new leadership position is around learning to manage yourself. Our personal values may not always align with our organisational values, so it’s crucial to be self-aware and reflective enough to see where your personal values are influencing your work and when it is appropriate for them to do so and to not indulge yourself at the expense of the business or your staff. In fact, I think managing yourself is the most important thing you need as a leader.”