Making the leap from Manager to Leader

The advice, "don't be a manager, be a leader," is commonly dispensed in professional training and circles. However, its meaning often remains nebulous. What truly distinguishes the leader's day to day job from that of a manager? What does it mean to be a leader? How can you successfully traverse the path from management to leadership? And importantly, how can you cultivate a perception of yourself as a leader?

Consider this framework and the accompanying suggested actions, which have been tried and tested not only by myself but also by numerous individuals I've had the privilege to work with, mentor, or manage.

Broadening your Perspective

As a leader, your purview extends beyond your area of expertise; you morph into a generalist with a deep understanding of diverse aspects of your organization. You also transition from a data analyst to a knowledge integrator, capable of weaving insights from various sources into a unified, holistic view of the organization and its operational environment.

Suggested actions:

Broaden your understanding of interrelated business areas. Arrange one-on-one meetings with key representatives from diverse disciplines - your learning shouldn't be confined to designers; also include data scientists, engineers, marketers, product managers, and more. Study Quarterly Business Review (QBR) documents to comprehend business objectives and the investments being made. Utilize mind mapping techniques to visualize how your work intersects with, and can potentially influence, these areas. Champion the cause of cross-team collaboration, promoting a more comprehensive view of the user experience that bridges different teams.

Shaping the Future

As a leader, you become the strategy & vision developer, responsible for setting the team and organization's course. You transition from being a problem solver to an agenda setter, defining the strategic objectives and vision of the organization. Further, you evolve from a bricklayer to an architect, tasked with designing the structure and plotting the future trajectory of your organization.

Suggested actions:

Pinpoint various data sources, including user feedback, research insights, and product analytics, which can be amalgamated to grasp the current state of your business and product. With the appropriate frameworks, this data can also guide you in uncovering unfulfilled user needs and potential opportunities. Organize and lead vision and ideation sessions to formulate concepts that can set a guiding 'North Star' for the product or service you're developing. Align this vision with fundamental business metrics and construct a high-level roadmap in collaboration with your cross-functional partners. This roadmap will illustrate how your team can actualize this vision.

Enhancing Stakeholder Engagement

As a leader, you transition from a warrior focused on competition to a diplomat adept at building relationships and engaging with a diverse range of stakeholders. Furthermore, you step out from the wings onto center stage, becoming comfortable with the spotlight and increased scrutiny that leadership brings.

Suggested actions:

Construct a stakeholder map that outlines the individuals with whom you need to cultivate robust working relationships, and those who should be kept informed about your team's progress and achievements. Establish a rhythm of one-on-one meetings, share outs, and brainstorming sessions with relevant stakeholders. Invest time in building relationships that transcend mere project-level objectives; consider how you can contribute authentically and add value to your stakeholders, helping to remove any obstacles they might face.

Understanding their expectations and concerns, and incorporating these insights into your decision-making, is paramount. Leadership requires you to master the art of negotiation and collaboration, building consensus even amidst diverging interests. By proactively engaging with your stakeholders, you can create a more inclusive and harmonious work environment, where everyone's perspectives are valued and their contributions recognized.

Remember, the journey from managing to leading is a rewarding one, filled with opportunities for growth and learning for those who are willing to embrace the challenge and do the work.

Keep Calm and Lead On!