BackRichard S Wellins: How to be a ‘catalyst’ boss
Skills like motivating employees don't always come naturally. Tips for the first-time leader
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There’s reams of literature on what makes a good leader. In Your First Leadership Job: How Catalyst Leaders Bring Out The Best In Others, US-headquartered talent management consultancy Development Dimensions International, Inc.’s chief executive officer Tacy M. Byham and senior vice-president Richard S. Wellins take a nuanced tack: The book has specific advice for the first-time leader, on how to motivate employees and build trust, among other things.
In an email interview, Wellins talks about how you can win over co-workers if you’ve been promoted to the role and how to engage employees. Edited excerpts:
You draw a distinction in the book between just being a boss and being a “catalyst".
How can a new boss become a workplace catalyst?
The first thing is for a potential leader to carefully consider their choice. If they are taking a leadership position for power, for money, for control or because someone is putting pressure on them to take it, they are likely to be frustrated, unengaged, and ultimately derail. Second, find a coach. It could be the new leader’s managers or peers. Use them as a sounding board to learn about their approach to leadership. Finally, training is key—the majority of new leaders are not trained in leadership skills.
What is a “stresscalator"?
A stresscalator is a term we use for something that happens at work or at home that causes anxiety. In a world of high change and volatility, leaders face it every day. For leaders, high stress can trickle down to others pretty easily.
Some things a leader can do? Focus on those things that are mission-critical. Many leaders are stressed by ever-escalating demands, so priority setting is key. Be sure to take time each workday for a break. Use it to exercise, meditate, whatever. With email and other technology, it is easy to get into a 24x7 work-pace. Stay unconnected with work several hours a day so you can do the things you enjoy. One other thing: Leaders often assume responsibility and self-doubt when something goes wrong. Sure, you will make mistakes. Learn from them. But more often, things may well be out of your control so don’t take them seriously.
Employee engagement has become a buzzword. What can new bosses do to make a measurable difference in this area?
New leaders should take the time to get to know their employees on both personal and business levels. On the personal level, learn about their interests, a bit about their families, their hobbies and interests. Most employees want some degree of the relationship to be at a “human" level. It brings feelings back into the workplace. Second, learn and use skills that fall under the label of EQ (emotional intelligence). Simple in concept, but leaders are awful at building esteem, empathy and providing support without taking over (for example, creating a sense of ownership). These are the skills that drive engagement.
Sometimes the entry of a new boss results in an exodus of existing employees. Your top tips on how to save the day.
If you are promoted, you are likely to find those who respect you and those who do not—or feel they were passed over for the job. The first thing a new leader needs to do is find out where the likely sources of resistance and retention risks reside. If, in your judgement, the person is a low performer or will end up forever being a thorn in your side, it may be okay to let them move on. You need to focus on those with high retention risks you really want to keep. We would suggest a series of conversations. It is okay to acknowledge your concerns. Let the person know you value them very much and see them as a key player in the transition. Talk about what motivates them and what does not. Craft a plan that appeals to as many of the person’s job motivators as humanly possible. Take the time to keep in touch with the person. Take the time to provide support and recognition. Perhaps most importantly, show that you value their expertise. Turn to them for advice often.
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