Reorgs and Promotions
I’ve been writing extensively about reorganizations in higher education this year because it’s been happening all over the country and it’s a complex endeavor. It brings me much joy when I see my clients move up on the organizational chart or have an expanded portfolio. High performance should be noticed and rewarded! If you don’t already have a coach, please read the following three important things to keep in mind, define for yourself, and implement.
1. New Professional Identity
A new job title requires you to redefine your professional identity, especially if your previous position required you to do a considerable amount of work by yourself, and now you lead a team that does what you used to do. Remember not to get in the weeds and change your mindset from busy bee to decision maker.
What is your leadership style? How do you want to be perceived? What are the top priorities in your new position?
Servant leaders’ humility sometimes holds them back from using the authority they have been given, or I should say, the authority they have earned through the progression in their career.
Now people look up to you to make important decisions and it’s critical that you break old habits and create new ones. Who are you? What do you want to be known for? What do you wish to change regarding how you communicate, how you allocate your time, and how you carry yourself?
This can be particularly challenging for leaders who are promoted at the same institution, such as when a Dean becomes a Vice President or Provost. Their former colleagues are now their subordinates. It’s important to maintain good relationships in the new role without letting old habits stop you from doing what is now expected from you.
2. Congruency
Once you have defined your new professional identity, you need to make sure everything you say and do is congruent with it. Otherwise, people will be confused and may have less trust in your leadership abilities.
Reflect on your values, such as integrity, courage, fairness, as well as your goals which may include being a visionary, a transformational leader, a resourceful change agent, and/or someone who invests in employee satisfaction and retention. If you fully embodied your new professional identity, what would you do, say, think, and believe?
The more self-aware you become, the more congruent and successful you will be.
Please set intentions in the morning and each evening, reflect on how each day unfolded. Are you satisfied with how you handled the events and circumstances of the day? What do you wish to do differently? Did you receive any valuable feedback from coworkers?
3. Delegation
Clients who come to me when they have received a promotion and self-diagnose as having imposter syndrome often shy away from some aspects of the new position. It might be making unpopular (but necessary) decisions, keeping employees accountable, or even reverting back to their comfort zone by continuing to do what they used to do, in addition to their new duties and responsibilities.
Please realize that you cannot afford to do that, because there aren’t enough hours in a day and if you get too involved with details you may hurt employees’ morale. Be accessible when they need you but don’t make them feel like you are micromanaging them or stopping them from growing and learning to trust themselves to work more independently. Have accountability measures in place because outcomes are still your responsibility, but don’t be involved in the day-to-day tasks.
It may be uncomfortable at first, but you must delegate and do so effectively. Obviously, you may be limited by employees’ job descriptions and can’t ask them to work outside of their classification, especially if they are part of a union, but don’t forget to identify your team members’ strengths and assign to them what they like and do best. It’s important to learn to trust, however, trust also needs to be earned. It’s a delicate dance at times, but a powerful one that can make or break how your department is performing as whole.
Start strategically and your efforts will pay off
Please resist the temptation to let your humility or kind heart stop you from being the best leader you can be in your new role. Again, define your professional identity, reflect on your actions, thoughts, and beliefs, and make changes accordingly. Delegate as appropriate and help employees grow rather than do their job for them when they encounter something new or different.
It may seem like a lot of pressure, but only if you feel unsupported and question yourself excessively. If you earned a promotion or if your areas of responsibilities expanded, I invite you to click here to schedule a complimentary call with me and discuss how I can guide and coach you through the first few months, to be an effective leader and reduce the stress that typically comes with a new job. Let’s talk soon.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness, reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.