Avionics News October 2015 - 58

BUSINESS BASICS

Continued from page 57

leadership coach Marie G. McIntyre.
Remember, at this stage, if she
doesn't understand what her new job
requires, that's as much your fault as
hers, according to Edward G. Muzio,
chief executive officer of Group
Harmonics and author of Make Work
Great.
Recognize, too, that she needs
training and regular feedback to
develop confidence and decisiveness.
This requires not only learning, but
also time to put new lessons into
action in her daily work. You may also
have to hold her feet to the fire to get
her to ask for help when she's truly
flummoxed; her natural instinct is to

feel the need to have all the answers.
Coach rather than judge, and recall
your first leadership position to keep
her from repeating the stumbles you
made.
Do this by scheduling 30-minute
meetings twice a week for the
immediate short-term to discuss her
progress. As the dust settles and she
grows more competent, meet once a
week. Find her a mentor, either inside
the shop or outside in your network.
This objective sounding board will help
her through struggles confidentially, as
well as provide her with someone who
can share experiences and expertise,
according to career coach Adrian
Granzella Larssen.
Finally, guide her through the
biggest hurdle in the transition: the

THE "PLANE" &
SIMPLE SOLUTION

FOR ALL YOUR ADVANCED ELECTRONIC APPLICATIONS
PIC Wire & Cable® has 40+ years of interconnect technology success
in corporate and general aviation, with established programs for:
Beechcraft * Bombardier * Cessna
Diamond * Embraer * Gulfstream
Learjet * Piaggio * Pilatus * Viking Air

800.742.3191* WWW.PICWIRE.COM/AVN
58

avionics news

*

october

2015

shift in relationships that comes by
moving from peer to supervisor.
Since her goal now is to be seen
by everyone on the team as fair
and consistent, she should address
this immediately; any perception
of favoritism will cause distrust or
resentment, according to Granzella
Larssen. Likewise, she may need to
mend fences with employees passed
over for the promotion to move the
relationship to a productive place.
Growing authority
Even with preparation, one of
the quickest lessons new managers
learn is that telling a subordinate to
do something doesn't necessarily
mean that person will do it. Even
compliance by his new team doesn't
necessarily indicate commitment;
that only comes when he displays
character, competence and influence.
Each of these is built faster when he
adopts an appropriate tone from the
beginning, effectively administrates his
team's objectives, and shows that he's
motivated by the team's best interests.
For your inexperienced
supervisor, walking the line between
micromanaging and being too hands
off is a complicated dance. He must
still act like a supervisor - provide
direction, give feedback, resolve
problems, address performance
issues - but he should also remember
he didn't appreciate his previous
manager looking over his shoulder.
Likewise, he may create logjams if
he stalls on decisions until he "has
more information" because he's
holding the reins too tightly or too
indecisively, according to Dianna
Booher, author of Creating Personal
Presence: Look, Talk, Think, and Act
Like a Leader.
He'll eventually find a comfortable
place in between by asking questions
http://WWW.PICWIRE.COM/AVN
Table of Contents for the Digital Edition of Avionics News October 2015
