Podcast Summary
Navigating the Challenges of First-Time Management: Empathize with older colleagues, acknowledge feelings, and balance likability and competence as a new manager.
That becoming a first-time manager can be a challenging experience, especially when you're promoted without any prior preparation. Harvard Business School associate professor Alison Wood Brooks offers valuable insights for new managers based on her expertise in behavioral insights, emotions, and the psychology of communication. She advises that when managing older colleagues, it's essential to approach the situation with empathy and understanding. In one case discussed in the episode, a new manager tried to address the concerns of a former peer who was frustrated about the promotion, but the colleague remained closed off. Brooks suggests that the manager could try acknowledging the colleague's feelings and expressing a desire to learn from their experience. The episode also touches on the importance of balancing being likable and competent as a new manager and what to say if you're not ready to be in charge. Overall, the episode provides practical advice for new managers to navigate the complexities of their new roles.
Building trust with employees: Encouraging open communication and sharing vulnerabilities can foster trust and inspire growth in the workplace
Building trust and open communication with an employee can be challenging, especially when they seem unwilling to discuss their feelings. However, it's important to consider why we want to have this conversation in the first place. If the goal is to let the employee work independently and focus on performance, then it might be best to give them space. However, if there are underlying emotions like envy or resentment, it's crucial for the manager to address these issues openly and honestly. Revealing failures and vulnerabilities can actually inspire and lift up team members, rather than tearing them down. As leaders, our goal should be to foster a work environment where everyone feels supported and motivated to succeed together. So, while it may feel counterintuitive, sharing our weaknesses and past mistakes can be a powerful tool for building trust and inspiring growth.
Bridging the gap between younger managers and older subordinates: Ask about concerns, avoid age-emphasizing language and actions, and address ageism to create an equal and inclusive work environment
Effective communication and demonstrating competence, knowledge, and influence can help bridge the gap between a younger manager and older subordinates in the workplace. However, ageism and perceived age differences can also create sensitivity and resentment. To minimize this, it's important to ask direct questions about any potential concerns and take steps to minimize perceived age gaps. For instance, avoiding language or actions that emphasize the age difference and dressing professionally can help create a more equal working environment. Additionally, recognizing and addressing ageism in the workplace can help create a more inclusive and productive work culture.
Focusing on commonalities instead of age differences: Building a positive working relationship involves focusing on shared interests and work commonalities rather than age differences.
Focusing too much on age differences and perceived liabilities between a boss and their employees can hinder productivity and mutual understanding. Instead, focusing on commonalities through work or shared interests can help build a positive and effective working relationship. For older bosses, being open and approachable without appearing weak can be a challenge. However, being authentic and human while maintaining professionalism can lead to increased trust and respect from subordinates. The study mentioned in the discussion also highlights that a directive leadership style, even from a younger or less experienced boss, can be effective and appreciated by employees. In essence, being a competent and delightful boss, regardless of age or gender, is key to building a successful team.
Women's struggle to balance warmth and competence in male-dominated industries: Women in male-dominated industries face a unique challenge to be seen as both competent and kind. Prioritizing competence may make women appear cold or manipulative, while focusing on warmth may hinder their advancement. To succeed, women should aim to be competent and relatable, or 'kick ass' while also being warm and kind to colleagues.
Women face a unique challenge in balancing perceived warmth and competence in the workplace, particularly in male-dominated industries like finance. This trade-off, known in psychology as the warmth-competence dilemma, can make it difficult for women to be seen as both capable and kind. Men, on the other hand, are often viewed as competent with just one act of kindness, while women risk being seen as cold or manipulative if they prioritize competence. This struggle is compounded in industries where gender representation is low, and women may feel the need to prove their authority by foregoing warmth. However, recent research suggests that focusing on gender differences may not be helpful, and instead, women should aim to be competent and relatable, or "kick ass" while also being warm and kind to their colleagues. The success of hard-charging, cold women in finance suggests that this approach can lead to advancement, but it may not be sustainable in the long term. Ultimately, women in finance and other male-dominated industries must navigate this dilemma carefully to succeed while also maintaining their well-being.
Women leaders finding balance between warmth and assertiveness: Women leaders can experiment with different personas or lead with warmth to effectively balance being nurturing and assertive in professional settings.
Women leaders in professional settings face a unique challenge in finding the right balance between being warm and nurturing while also being assertive and competent. This balance is important as research shows that when people like and connect with their leaders, they are more likely to be engaged and productive. However, it can be difficult for women to find this balance, especially when trying to prove themselves in male-dominated industries. One tactic suggested is for women to experiment with different "selves" or personas in different contexts, allowing them to be authentic while also adapting to the needs of different situations. Another approach is to lead with warmth and connectivity, as this can help build trust and rapport with team members. Ultimately, the key is to find a balance that feels true to oneself while also effectively leading and managing a team.
Balancing warmth and competence in the workplace: Effectively communicate by balancing warmth and competence, adjusting emphasis based on context, and being honest in leadership opportunities.
Effective communication in the workplace involves striking a balance between showing warmth and demonstrating competence. This balance can shift during conversations, depending on the context and the relationship between colleagues. For instance, starting a meeting with small talk can help establish a connection and demonstrate care for colleagues as people. However, eventually, the conversation should transition to discussing substantive matters and demonstrating competence. It's essential to understand that this shift doesn't mean abandoning warmth altogether but rather adjusting the emphasis based on the situation. Additionally, showing a more lighthearted and playful side in professional settings can also help build stronger relationships and enhance productivity. When faced with an opportunity to take on a leadership role but not wanting to do so, it's crucial to communicate honestly and respectfully. One can express gratitude for the offer but decline politely, emphasizing personal career goals and interests. It's essential to remember that saying no doesn't necessarily mean harming one's career, especially if the reason for declining is based on genuine career aspirations.
Factors influencing career choices and promotions: Women often anticipate more negatives of promotions, but not everyone desires a management role. Companies should value diverse career goals and create an inclusive environment.
Individuals' career choices and decisions about promotions can be influenced by various factors, including personal goals, motivations, and the perceived trade-offs of higher positions. According to research, women tend to anticipate more negative aspects of promotions than men, possibly due to the added stress and burden of high power roles. However, not everyone desires a management position, and organizations need to recognize and value the contributions of employees who prefer to focus on their expertise and mastery without managing others. Companies should create an inclusive environment where individuals can express their career goals and aspirations, and not assume that everyone aims to move up the corporate ladder.
Considering career goals vs company alignment: Employees should communicate their career goals to their employer and explore options for staying in their current role or negotiating a new one. Saying no to a job offer can have costs and complications, but open communication can lead to a mutually beneficial solution.
Employees, especially those who prefer to stay individual contributors, should carefully consider if their current company aligns with their career goals. Companies often view employees as interchangeable solutions to problems, and saying no to a job or role can come with costs and complications for both the employee and the organization. However, it's essential for employees to communicate their desires and reasons for staying in their current roles in a way that benefits both parties. Companies may have paths for individual contributors, and employees might be able to negotiate a carve-out or alternative role that suits their goals. If an employee decides to decline a job offer, it's crucial to provide an honest reason while also emphasizing the benefits of keeping them in their current role. The goal is to maintain open communication and keep options on the table. The yes-no paradox highlights the challenges of saying no and the importance of finding a balance between personal goals and company needs.
Expressing career intentions to bosses carefully: Being honest about career goals while maintaining professionalism is key to advancing in a company. Consider expressing a temporary willingness to take on a role while keeping long-term aspirations in mind.
When it comes to career advancement, being careful with how we communicate our intentions to our bosses is crucial. Saying no to a job offer or a temporary promotion might be necessary, but it's essential to do so in a way that doesn't diminish our skills or competence. One approach could be to express a willingness to take on the role temporarily while making it clear that it's not a long-term goal. However, navigating such conversations can be tricky, especially when dealing with higher-level managers who might judge us based on different criteria. It's important to be honest about our aspirations and contributions to the company, and consider the possibility of reconsidering the offer in the future. Ultimately, a hard no might not be the best approach, and being open to exploring shades of yes can lead to better outcomes for both parties.
Explore new knowledge through various sources: Stay curious and expand understanding by seeking out new knowledge from podcasts, articles, case studies, books, and videos on hbr.org
Importance of continuous learning and exploration in various fields. The speakers shared insights from various sources including podcasts, articles, case studies, books, and videos, all of which can be found on hbr.org. This episode was produced by a team of dedicated individuals, and the speakers expressed their gratitude to them and to the listeners. By staying curious and seeking out new knowledge, we can expand our understanding and improve ourselves and our organizations. So, keep learning and exploring, and join us next week for more insights.
