By Clinton Parr, Founder, A Lion and the Vibes
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Transitioning from managing teams and projects to leading people and agencies isn’t just more of the same. The skills that got you promoted likely differ from those needed to be a great leader, especially regarding the HR, legal, and human issues you’ll now face.
As you embark on your leadership journey, shifting your mindset is essential. Your success, and that of your people, now depends on navigating sticky situations, having crucial conversations, handling poor workplace behaviour, supporting employees struggling with mental health or burnout, and managing underperforming team members.
The key lies in knowing where to get advice and finding the sweet spot between humanity and professional obligations.
Mindset matters
As a leader, adopt a big-picture, future-focused mindset. Make decisions now while considering future payoff. This may involve teaching someone skills, even if it’s quicker to do it yourself, or having the courage (and knowledge) to let go of a skilled employee who disrupts team synergy.
Clear communication
You’ll have two roles: “in the trenches”—working with your team on projects, and “in the office”—addressing broader agency objectives. Your words carry more weight now, so it’s important to maintain boundaries. In the trenches, transparency is imperative. In the office, especially with financial or HR issues, confidentiality and discretion are required. Know the difference and communicate accordingly.
Redefining relationships
Navigating social relationships can be tricky. Friends now report to you, and you’ll make decisions impacting them, which can blur lines. It’s normal to avoid addressing the change, fearing they’ll think differently of you. Perhaps you used to complain about your boss together; now you’re worried they’ll do that about you.
Open communication is key. Have candid conversations to acknowledge the shift and set new expectations. Let them know you still care, and they can still talk to you. But some things will change—the conversations you can and can’t have, joking about team members, and handling confidentiality.
Balancing act: Professionalism with a human touch
When serious HR issues like sexual harassment, bullying, or discrimination arise, your role is pivotal. Australian law requires prompt and appropriate action—there’s no room for complacency. While compliance is non-negotiable, handling these issues with empathy is crucial.
• Sexual harassment and bullying: Create a safe space for concerns. Empathise. Take all reports seriously and follow procedures. Your reaction sets the tone for team trust.
• Discrimination: Promote inclusivity, be vigilant against bias, and watch out for perceived favouritism or cliques.
• Psychosocial hazards: Proactively identify and address stressors impacting your team’s mental wellbeing.
• Managing underperformance: See it as an opportunity for growth. Provide clear feedback and collaborate on improvement plans.
• Terminating employees: Sometimes necessary; handle with dignity and transparency. Ensure compliance with legal obligations.
In all these situations, consult HR asap. Speaking with HR doesn’t automatically escalate issues; they can often provide valuable advice and support for you and the employee. Advertising Council Australia’s Create Space Hub also houses comprehensive resources and toolkits that will help you address these important issues.
Keep learning, keep growing
Leadership is a journey. Spend time learning your obligations and best practices. Your HR team is a great place to start. Training sessions, webinars, and websites like Fairwork.gov.au and Respectatwork.gov.au offer invaluable information.
Wrap up
Stepping into leadership is like moving from a solo act to conducting an orchestra. It brings challenges but also the opportunity to amplify everyone’s success. By adjusting your mindset, redefining relationships, and balancing professionalism with genuine human connection, you’ll set yourself and your team up for success.