In order to manage others well, it’s no wonder you must know how to manage yourself.
As managers climb the corporate ladder, feedback can become sparse. This concept of leaders losing their way is an HBS favorite of mine. Why? It shows us that no one, no matter how well-intentioned, is completely insusceptible to losing our way.
While having a confidant is advised, it is also advised to look inward for the answers. Just as you regularly audit your team’s output, regularly ask yourself questions that provoke introspection.
How do I behave under pressure?
Am I modeling the behaviors I want my team to exude?
Do I give team members actionable, timely, and direct feedback? (Remember, feedback should not be kept for yearly reviews alone. Feedback should be a constant, with team members knowing exactly where they excel and where they can improve.)
Perhaps in the self-assessment, you realize that you’ve demonstrated characteristics of frustration, stress, and short-tempered during times of being under pressure. What can you do about that? First, realize that during challenging times – whether company-specific or team specific – team members will observe your behavior and replicate it almost immediately. If you find you are quick to blame, or quick to become frenzied, you have the power to better manage these behaviors. The goal here should be to answer your questions honestly, and seek feedback when you simply feel unsure. (Word to the wise: The people who typically think they need the least self-reflection, need it the most! If you think you have it all figured out, give this exercise a try. You might even elicit responses from your team members rather than answer the questions independently.)
An integral part of being an effective manager is not only focusing on the professional development of your workgroup, but it must include self-regulation practices, introspection, and a will to change.