As people bring problems and improvement opportunities to your attention, ask them to explain why this is a priority for them and request background materials from them. This will provide you with a starting basis to verify the problem. If you do decide to pursue this as a ‘quick win’ you’ll have enough information to develop a plan of action that specifically address the problem. Here are a few traps that can get in the way when you are looking for quick wins to prove yourself worthy in a new leadership. Being aware of these traps can save you a lot of time and help you build productive working relationship with your new colleagues.
- Trap 1 - Focussing on the detail
Going down too low into the detail yourself will see you losing sight of the bigger picture. This is an opportunity to trust your team to have the detailed view. Work with them to establish whether solving this problem right now is really is a ‘quick win’.
- Trap 2 – Reacting quickly to criticism
A rapid response to criticism may result in unnecessary work being done. Take the time to validate whether the criticism is warranted and make sure you include your team in your plan to eliminate its cause.
- Trap 3 – Applying pressure for a quick result
In a new leadership role, you will want to establish yourself as firm and fair. Pressuring your team for quick wins may have the opposite effect. Make sure you review your action plan with your team before you commit them to deadlines. You might be better to plan for a series of small quick wins instead of a single large one.
- Trap 4 – Jumping to hasty conclusions
Make sure you develop a good understanding of the facts before you decide that this problem is a suitable candidate for a quick win. Thorough assessment of the situation will help you reach sound conclusions. Be alert for views that represent others jumping to hasty conclusions and watch out for ‘group think’.
- Trap 5 – Micromanaging direct reports
Micromanaging direct reports is time consuming for you and them. It disempowers your team and takes you away from doing your own work as a leader. Be clear about what you need from your direct reports and let them do it.
- Trap 6 – Providing unclear expectations
Know what you expect to receive from your direct reports and help them to understand the level of quality for their outputs up front. Your quick win will not be quick if the work must be redone.
- Trap 7 – Exceeding your authority
Know and respect your boundaries. While a quick win on someone else’s area of accountability may be appreciated, your stepping in without their knowledge may be perceived as meddling. In this situation, take the time to engage your peer before taking action.
- Trap 8 – Oiling the ‘squeaky wheel’
Resist focussing on the loudest issue unless it is the highest priority. Enlist your boss to help you if you need the distraction removed.
- Trap 9 – Focussing on the wrong ‘quick win’
What you consider is a quick win may not be in the eyes of your stakeholders. Seek agreement from your manager as to where you will put your energy and resources first. Avoid these traps and you will find that well-managed quick wins will help you and your team to build a strong working relationship that delivers sustainable value to your organisation.
If you like the photo I used for this blog article you’ll find more like it from Emma Matthews on Unsplash
