​How to handle the transition from small group leader to leader of leaders

Last week I discussed the transition from employee and peer to small group leader. As time goes on, another promotion may be in order for any number of reasons – organizational growth, retirement, and so on. Some organizations promote their employees but take them to other departments to lead new teams. This requires the leader and team to work to develop as a cohesive element, build comradery, striving towards success as the newly found team.
 
Many organizations will promote from within, taking someone from within the team and making them in charge of the whole team. The once peer, now leader, is about to take on another journey – leading other leaders. What does this look like? How does the new leader successfully lead this team, consisting of subordinate leaders and employees?
 
As with last week, there are a number of ways to do so. Here are a few tips to help make the transition smoother and more successful.

1. You are the chess master. This is a throwback to a post from July 2016. Leading a team, especially a growing team, is about knowing each players (members) capabilities, strengths, and weaknesses. Knowing these allows you, as the leader, to successfully make your move with your team. Each person has a part on the team and should be leveraged accordingly.
2. Utilize your subordinate leaders. They are in their position for a reason, so use them. They are skilled, talented, and capable leaders who must be utilized as valuable members of your team. Provide training, advice, direction, and counsel as needed to help build them into more effective and successful leaders.
3. Delegate. This relates with being the chess master. Ensure that you delegate and follow-up with your team, especially your subordinate leaders.
4. Mentor. As the leader, you must mentor your subordinate leaders. Teach them. Demonstrate what it takes to be a good leader, to motivate and inspire others to achieve more.
5. Be available. This goes hand-in-hand with delegation. If all of your time was occupied with completing tasks that could be delegated, you will not have time to mentor, train, inspire, or strategize. Delegating frees up time for you to serve others and be available for them. So, make sure you are available.
6. Be accountable. Hold yourself and others accountable for what you and they say will be done. Be firm, swift, but fair. Just remember that they are watching you too. If you say you will do something, then don’t, you will lose credit. Period.
7. Show grace. You are dealing with a larger group of people with more issues combined than you can imagine. Some are personal and some are professional. The more you and your subordinate leaders understand your team, the more you can appreciate their concerns and issues. Once you do, you can make more effective decisions. Remember, be firm, swift, but fair, and show grace.

 
What other tips and tactics would you provide? What else would you like to see us write about? Share with us here.
 
Until next time.
Jared