To escape the traps, resist any urge to ride roughshod over others to prove your mettle. Within five months, the rate dropped 15%. Her style made them feel stifled and underappreciated. One new call center supervisor began micromanaging employees in a bid to improve their first-call-issue-resolution rate. Jump to conclusions about how best to solve particular problems.But in pursuing quick wins, they often fall into traps that undermine success, say Van Buren and Safferstone. New leaders know they must prove themselves right out of the gate. The authors provide a diagnostic tool for identifying opportunities for collective quick wins, and they share some advice for organizations: When grooming new leaders, don’t just shore up their domain knowledge and technical skills help them develop the change-management skills they will need as they settle in with their new teams. Collective quick wins established credibility and prepared them to lead their teams to harder-won victories. They seemed to realize that the lasting value of their accomplishment would be the way they managed their teams through the transition. They communicated a clear vision, developed constructive relationships, and built team capabilities. The leaders who were thriving in their new roles, by contrast, shared not only a strong focus on results-necessary for early successes-but also excellent change-management skills. Some managed to eke out a win anyway, but the fallout was often toxic. They focused too much on details, reacted negatively to criticism, intimidated others, jumped to conclusions, and micromanaged their direct reports. In a study of more than 5,400 new leaders, the authors found that those who were struggling tended to exhibit five behaviors characteristic of people overly intent on securing a quick win. Instead of focusing on an individual accomplishment, leaders need to work with team members on a collective quick win. To succeed in their new positions, leaders must realize that the teams they have inherited are also experiencing change. But in the pursuit of early results, those leaders often fall into traps that prevent them from benefiting from their achievements. Many leaders taking on new roles try to prove themselves early on by going after quick wins-fresh, visible contributions to the business.
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