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Matt Verderamo is a consultant with Well Built Construction Consulting, a construction consulting firm based in Baltimore. The opinions are the author’s own.
One of the most important moments in a leader’s career is when they are promoted to an executive position.
Not because they now have more authority or because they finally have the title they’re after. It’s important because our leaders have a disproportionate impact on how everyone else in the organization acts, thinks, and feels. The spotlight will shine on you more than ever.
For example: I had a boss early in my career who would actively teach me to lie to general contractors. Being a subcontractor, he said, “We must protect ourselves at all costs, even if it means bending the truth to save ourselves.” Then I would watch him lie through his teeth to our customers.
It gets worse.
I remember having conversations with him about my performance, my pay, or ideas for improving the company. Many times he would talk fast and justify why he needed more from me, couldn’t pay more, or why an idea wouldn’t work. Whether he was right or not, I couldn’t help but think, “This is the same person who teaches me how to lie to our customers. Is he lying to me to get what he wants?”
I was never able to overcome this concern and it led me to leave the company.
To the new leaders, let this be a lesson: your actions are being watched by everyone. Which doesn’t mean you have to be perfect. But you need to be very aware of your imperfections so you can overcome them and build trust with your team.
New leaders need to work on themselves
Many new leaders get into trouble when they fail to realize that imperfection is okay.
Instead of acknowledging their imperfections, they put on a different stance than they are. They see imperfection as a weakness. So they hide it from everyone and end up making mistakes that everyone can see but don’t acknowledge because they don’t want to lose face.
This is the wrong approach.
Most people already know what a newly promoted leader needs to work on.
Matt Verderamo
Authorization granted by Construction Consultants
They know if the person can be too sharp, if they avoid tough conversations, or if they have a hard time listening. They know if they are getting defensive, withdrawing or coming in too hot under pressure.
Therefore, when a leader acts as if none of this exists, a lack of trust is created.
In fact, people don’t trust leaders because they seem perfect. They trust leaders because they seem honest. This is why self-awareness is such a powerful accelerator for new leaders.
When a leader can say, “I know one of the things I need to improve on is this,” it tells people three things immediately:
- First, this person sees reality.
- Second, they are working on it.
- Third, it’s safe to tell the truth here.
That last part matters more than most executives realize. Because a promotion is a test of whether the new leader can create an environment where the truth can travel upward, whether that truth is good or bad.
If people cannot give feedback to the leader, the leader will grow slowly. And if the leader becomes defensive when challenged, he will unknowingly teach the team to stay still. Once that happens, everyone loses.
People are close minded
I think people are not naturally great at noticing positive changes in others. Even when someone is trying hard. Even when the effort is real. Even when behavior improves.
Most people are busy managing their own stress, their own workload, and their own interpretation of who this person has always been. They don’t go around saying, “You know, I think he’s 18% more patient than he was six weeks ago.”
But once you make yourself aware that you’re intentionally working on something, they start to notice.
For owners and executives, you’re promoting people to bigger seats every year. Some of them were promoted because they can execute. Some because they can be sold. Some because they can do work. Some because they are the best technical person available.
But the higher they go, the less success depends on their personal output and the more it depends on their ability to lead people well.
So what should a new leader actually do?
Here is the framework:
1. Become introspective.
Before talking to the team, the leader must be honest with himself. What are two or three patterns that might limit them in this role? Be specific. Not “I want to be better with people”. More like, “I need to listen better. I need to be calmer under pressure. I need to stop shutting people down when I disagree.”
2. Tell your people what you’re working on.
This is the part most leaders skip. They assume that the growth should remain private until it is complete. This is the other way around. A simple conversation like, “I know I need to get better at this and I’m working on it,” builds confidence much faster than silent effort ever will.
3. Ask for feedback directly.
Don’t just say, “My door is always open.” Ask clearly. “If you see me fall into this, I want you to tell me.” People need permission, and they need to hear that permission more than once.
4. Also ask them to notice the progress.
This matters. Tell them that if they see improvements, you’d appreciate hearing that too. Positive reinforcement is not necessary. It is useful. It helps the leader know what is working and helps the team participate in the change.
5. Don’t get defensive when feedback comes.
This is make or break time. If the leader explains, justifies, or becomes visibly irritated, the lesson to the team is immediate: “Don’t bring me the truth again.” A good response looks more like, “Thanks. That’s helpful. I see that. Keep telling me.”
If you’re an owner or executive promoting people to higher roles, teach them early.
