Lena Reinhard’s Post

60% of new managers fail within their first 24 months. That's a crisis with a ripple effect! When new leaders struggle, it's not just about them – their teams suffer, with performance dropping by a costly 15%. But as the new leader’s leader, how can you help? You don't have time for fluff. Senior leaders need solutions, not textbooks. You need actionable steps right now, to fit into the realities of your packed schedule and to quickly upskill your less experienced colleagues. Here are three steps you can take to support newly appointed leaders in your team: 1️⃣ Help them to figure out how much time they need to allocate to leading people rather than simply delivering technical or business results - which has, of course, been their sole focus previously. Be patient in helping them realise that the time allocated to supporting their team members is a key part of their new role - not an interruption to their plans for the day. 2️⃣ Make time during one-to-ones to advise and coach them on dealing with the actual challenges they face in their leadership role. It’s easy for senior leaders to focus only on whether or not new leaders and their teams are hitting ‘the numbers’ - remember, new leaders are on a steep learning curve across an array of new areas and may not deliver top results straight away. 3️⃣ Ensure you set objectives for the new leader that are different to the objectives for the team as a whole. This will help them to differentiate between their own deliverables and their team’s deliverables. It is easy for new leaders to be swamped because they fail to differentiate between these, and so end up trying to do everything themselves.

Bust through the MYTH of the Superhero Leader What does it take to lead a company and crush your goals? Surpass the projected numbers? Serve way more clients? It's not the Genius CEO or Whiz-Kid Turned Boss or Rock Star C-Suite Executive Not about charisma or being in the news or even filling your leadership team with colleagues you have known and trusted What it takes to lead a company and get the results you've been waiting for is an option for every senior leader... Put in place each of these systems from Top Team Accelerator: TEAMWORK: Follow the fundamentals of team dynamics and leadership behaviors to develop cohesion among the talented top team COMMITMENT TO ALIGNMENT AND CLARITY: Implement processes to always know they are aligned and rowing their own teams in the direction of your goals ACCOUNTABILITY: Replace yesterday's operations with what is needed for operations today and tomorrow. Turn low-performing meetings into high-performing meetings PERFORMANCE: Agree on metrics to always know TOGETHER what's working and what is needed from the leadership team and their teams With these systems in place, all types of senior leaders are positioned to lead their organizations to great success! What about you? What kind of leader do you want to be?

Do you want a leader or a manager? You need to understand the difference to propel your organization forward. In the dynamic landscape of business, the roles of leaders and managers often intertwine, yet they serve distinct purposes. But what really sets them apart? * A leader casts vision and manages change; they decide and ensure it aligns with the broader vision. They create policy and act based on what they believe is best. Their Achilles' heel? Indecision. * A manager, in contrast, waits for your vision and implements the vision. They ask for decisions and execute them diligently. They enact policy, doing what you believe is best. Their potential pitfall? Inaccuracy. Neither role is superior to the other, but understanding the distinction is crucial. Do you need leaders who will sculpt and give shape to your organization's vision, or managers who will meticulously operate within the framework of your vision? Reflect on your organization's current trajectory. Which role will best support your journey towards success? What does your organization currently need more—leaders or managers?

Are you too busy to lead? Being a leader can feel like that sometimes – so many demands, so much to do, push push push to deliver! So many of us (myself included at times!) find ourselves on the treadmill of the constant to do’s, easily neglecting those crucial executive functions necessary for effective leadership. Here’s a reality check for all leaders: 1. Executive Functioning Matters: From time management to strategic planning, these skills are crucial at all levels, not just for top level executives. 2. Own the System: Are you in control, or are you just reacting to daily demands? Without proactive leadership, you risk being driven by external forces. 3. Communication and Alignment: Poor communication and misaligned expectations lead to conflict and wasted effort.  Change is fast and multi-dimensional.  Consistent alignment is key. 4. Growth and Development: Consider the consequences of a relentless "go, go, go" mentality - increased confusion, conflicts due to miscommunication, added swirl, and a lack of accountability. Don't let that happen!  Invest the time in working with your team to craft and activate a strategic team growth plan. After all, the best teams aren’t just doing the work—they’re mastering how they work together. So, the question isn't "Do you have time to lead?"  It's "Can you afford not to?

When you are not a manager and you want to become a manager, advice I give people is to still lead - you can absolutely lead through influence even if you don't have the title or authority. When we look around for who’s going to lead, regardless of whether it’s leading a team or project or whatever, we look at the people that are already naturally doing it. So, if you’re leading without authority, you’re already exhibiting the capabilities and the ability to do something at the next level. Even as a leader, you often need to influence people beyond your chain of command. You can't simply rely on titles or stature to get things done. You need to create and share a vision, get clear on the outcomes for the business, and collaborate. You need to lead *without* authority.  As a PM my entire career, I've had to learn this skill to be effective at my job, and now even with a big title, I try to lead through influence vs. using authority in most instances. I shared the above tip and additional tips on how to lead without authority with Christina Wood -- see what other tech leaders and I had to say in her latest article for CIO - https://lnkd.in/d4sX3Vwi Are there other ways to lead without authority? Let me know your thoughts below. 

Is your company going through a leadership change? This message is for all leaders, particularly those in finance and accounting roles, but it applies to anyone in a leadership position, especially those who have recently joined an organization or witnessed a leadership change.   In 2023 Q4, I noticed a trend among candidates seeking a change due to leadership transitions.   While these changes can be strategic and positive, they inevitably bring a sense of uncertainty and the unknown.   Upon further exploration, I found that most candidates weren't necessarily unsettled by the change itself, but rather by the lack of clarity about their future path and the organization's vision.   If you're a leader who has recently joined an organization, your communication strategy needs to extend beyond town hall meetings and company-wide emails.   While you may not be able to meet each team member personally, it's crucial to have one-on-one meetings with your direct reports, empowering them with information to share with their teams.   Clear communication from the top down can help alleviate the unsettledness within teams brought about by leadership changes.   If you're a manager who has had a new leader join and you're managing a team, I encourage you to be proactive. Schedule that one-on-one, understand the vision, and ensure you're communicating it effectively to your team.   By doing so, we can help reduce uncertainty, promote a culture of open communication, and hopefully retain our valuable team members during these transitions.   How do you handle leadership changes in your organization? I’d love to know your thoughts. Propel Recruitment LLC

97% of first-time leaders don't make progress because they overthink & procrastinate. Speedy Gonzales was an absolute legend. Because he moved faster than others. You want to make yourself “perfect.” You spend hours designing a product. You keep thinking how to make that presentation. Once you see this, it can't be unseen: 4 years ago I spent 3.5 months preparing a product. Increasing the accuracy and making every single detail “perfect”. And finally, the client didn't want to buy. There's a weird feeling in my stomach when I remember these days. This year alone, we built & monetized 3 new products. Products that clients want and the market needs. Now, we're working on the next one. Just because we asked our existing clients if this might be interesting. But even if it doesn't work so well, it won't be the end of the world: We'll learn a ton while spending little of our most valuable resource — time. There's zero doubt that fast execution is one of the most underappreciated skills in leadership. But it's not easy to get to that level as a first-time leader: This is exactly what we do in Leadership Apex. We move fast, so you feel like leading for 6 years. Even thought you lead for 6 months. Like Speedy Gonzales. With less second thoughts. And with the “let's do it” mentality, even Kobe Bryant would be jealous. With that said, Leadership Apex is open now, but close at midnight. If you want to go from overthinking to “let's do it”, DM me “SPEEDY GONZALES” and I'll send you the deets. For a handful of people. If you sign up today, a surprise is waiting for you. To speed-y things up ❤️

Exceptional #leadership – the kind that brings out the best in a team, drives results, and solves problems in innovative ways – doesn’t just happen. As we explore the role of a leader, surveys have shown that people overwhelmingly want their leaders to inspire, communicate and model the vision, and be honest with them. But what they don’t want is for their leader to micromanage day-to-day tasks or to be overly involved in their technical work. For people who are first stepping into leadership roles, such as moving into a managerial role and supervising others for the first time, this can be a challenging transition. “You are moving from being a doer to being a leader,” said Jeff Anderson, LFGSM President and CEO. “Early in our career, our success is determined by our effectiveness at being a doer. Our status and self-esteem are tied up in that functional expertise, and you have to let it go.” That’s not to say that leaders don’t do things; they need to do different things. Leaders need to examine what their role is so they can create and sustain an environment where their team is thriving, growing, and succeeding. “Your ability to identify their needs, coach, give feedback, and delegate assignments can help your team thrive,” Jeff said. “And your failure to do these things will cause poor morale, frustration, missed goals. Every time we choose to weigh in where we shouldn’t, we are sending a powerful signal that we do not trust the team.” Leaders need to reflect on where they are spending their time and energy. Are you focused on doing things yourself? Or are you building a team and an environment where your team members can succeed? What is the role of a leader? #leadershipdevelopment #teammanagement #inspire

The Leadership Balancing Act: Finding Your Way Through Paradoxes In previous posts, we've explored growth to senior levels. Today, let's focus on leadership. Whether you’re an early to mid-senior engineering manager or a staff to mid-senior principal engineer, you’ll often navigate paradoxes that define your effectiveness and influence. It’s not about choosing one side but mastering the balance between them: 🗣️ Leading from the front vs. Stepping into the background: Know when to take charge and when to empower others to shine. 🤝 Trusting vs. Monitoring: Show confidence in your team’s abilities, yet stay informed about their progress. ⚡ Driving momentum vs. Exercising caution: Propel your team forward with energy, while grounding your actions in thoughtful insight and humility. ⚖️ Consensus vs. Decisiveness: Strive for agreement, but don’t hesitate to make tough decisions. 🎯 Tolerant vs. Directive: Be open-minded, but also clear about how you want things done. 🏢 Focused on your role vs. Championing company goals: Take ownership of your responsibilities while staying aligned with the bigger picture. 🕒 Structured Planning vs. Agile Flexibility: Craft your daily, monthly and quarterly plans with purpose, yet stay agile to adapt when unexpected changes occur. 💬 Opinionated vs. Diplomatic: Express your views clearly, yet know when diplomacy is the better route. 🌟 Visionary vs. Grounded: Dream big, but always keep your feet on the ground. Leadership isn’t about choosing one over the other; it’s about embracing these paradoxes and knowing when to lean into each side. The choice is sometimes not clear or easy, but your internal guardrails and principles should help you drive the motion forward and learn. What leadership paradox do you find most challenging? #Leadership #Management #CareerGrowth #LeadershipParadoxes

People see everything. What example are you setting? One of Sam Whitelock’s go-to leadership tactics is to lead yourself, first. And in a team context, Sam then checks himself: “Am I pulling the average up or am I pulling the average down?” Sam uses time management as an example, “So you have to be on time… If the meeting's at 9 a.m., are you there two minutes before nine? Or are you there five, 10 minutes before? You don't have to be three hours early, but what’s expected? Are you above the line or below the line?” “Numbers and time are always easy to judge yourself against. It's always a nice little reality check going, okay, am I pulling the average up or am I pulling the average down?” “And this is not just sport, this is people in general, they see everything. There's nothing you can hide.” “So as a senior player, they know, okay, Sam was under pressure. He wasn't late, but he wasn't on time. He wasn't present when he needed to be, he was a little bit slow out of the blocks today. Or, hey, he was here today and he was ready to go. So as soon as it hit nine o'clock, he was flying into the meeting. He was asking questions. He was being direct. He was challenging people. He was challenging himself.” “So I reckon that's always something you need to look at. Robbie [Deans] will always say, sometimes it's looking in the mirror, not looking out the window.” --- Want more like this? Get weekly leadership insights delivered straight to your inbox via the link in our profile.