If my memory is correct, most times I advanced in leadership – most times I was put in charge of a new kind of work – I lived out a recurring weakness. I see it now, but I didn’t understand it then.
I had such a strong feeling of, “What did I just get myself into?” – such a strong sense of being in over my head – that my attention became hyper focused on myself. I was consumed with wondering if I was doing a good job, if I was learning fast enough, if the person who promoted me was happy with my performance.
And because I was so self-focused, I overlooked one of the most crucial responsibilities that a manager has. And that responsibility is to recognize the work of the team members who report to you.
I’m not just talking about figuring out who likes public recognition and who likes private recognition and giving them appropriate feedback on their work. Before that – before you can “recognize” their work – you first have to, well, recognize their work. You have to see it and notice it.
With my leadership coaching, I often speak with Software Engineering managers. Many of them are trying to find metrics they can use to measure the productivity of their team members so they can “recognize” who their most productive members are. But the systems that collect and report data only see a fraction of the valuable work that goes on in a team.
Some of the most challenging work you’ll do as a manager is to uncover the silent, selfless, hidden work of unassuming team members that make your team successful without ever seeking their own credit. Leading remote teams can make this even harder, so it takes deliberate commitment on your part as a leader.
But when you can recognize their contributions – and then “recognize” their contributions in a way that’s comfortable and rewarding for them – you can reinforce those positive behaviors, increase your team members’ sense of fulfillment and engagement, and boost your own credibility and respect, And when that happens, you don’t have to worry so much whether you’re doing a good job as a manager.
If you want to get better at this kind of recognition so you can avoid promotion remorse, let’s talk. Visit stevedwire.com/talk to start the conversation.
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