Getting There and Succeeding

The NFL outdid itself this past weekend with four highly competitive playoff games. Outcomes were not decided until the closing seconds or, in one case, overtime. Network football analysts had plenty to talk about after each game. However, it was what Bill Cowher, former NFL player and coach, said in his pregame comments that stuck with me. 

Paraphrasing, Cowher said “your (team’s) strengths get you to the playoffs, but your weaknesses are what knock you out”. That premise turned out to be exactly what happened to the Green Bay Packers. Several misplays by their special teams unit, ranked near or at the bottom in the NFL, ultimately cost the Packers the game. 

Why did Cowher’s comments capture my attention? It was his remarks about the impact of weaknesses. I find that rationale to be true in business as well. For new supervisors or team leaders, what often gets them promoted to the job is not what necessarily what will make them successful in it. So, what should a new supervisor or team leader do?

First, assess your weaknesses. Consider:

·       Feedback. What feedback have you received on areas for development? Maybe the feedback is more subtle than pointedly direct. Reflect on conversations with your manager, your peers, and maybe even others outside of work. Sometimes family and friends are more candid. If you are coming up empty, ask others for specific feedback

·       Your natural preferences. What do you gravitate toward? Your strengths are what helped you to your new role, but watch what you don’t pay attention to, what you procrastinate about, what you tend to ignore.  

·       Skill areas with little to no experience. Perhaps you are uncomfortable with conflict, giving critical feedback, speaking up when it matters. Identify those areas where you lack experience, skills, or simply, comfort in how to approach.

Then what? Make a plan and take action:

·       Work with your manager. You may pride yourself on your ability to work independently to solve problems, to get things done. That approach is often appreciated with individual contributors. Don’t go it alone, however, in your new leadership role. Meet with your manager to get clear on expectations and his or her advice on how to approach situations that you are encountering for the first time.   

·       Consult Human Resources. Ask about training courses and other learning tools to help you shore up your weaknesses. 

·       Request a coach and/or mentor. Each in their own way can support your efforts to address your shortcomings. 

·       Act. Don't Delay. Of course, you are busy in your new job and trying to do a million things. You want to succeed by showing you can get things done. But don’t fail to begin working to address your weaknesses. They will not necessarily change overnight. So, to prevent problems, begin working your plan to shore up these areas.   

The point in addressing weaknesses is not that they should be worked on until they also become strengths. While that may be an appropriate goal in some cases, in many it is not. Most commonly, the objective is to work to develop those areas to the degree that they no longer serve to be a significant vulnerability or risk to your success.  

Here’s to your success in your new job!    

  Don Lang is Principal at Talent Effects, (www.talenteffects.com), an executive and teaming coach, leadership development designer, talent acquisition advisor. He is also co-founder of Blue Key Partners (www.bluekeypartners.com