We have mapped our Accountability Chart, but our newly appointed managers are struggling to lead their departments effectively. How do we use the levels of leadership to help them step into their seats?

Question

Tyler Smith · Accepted Answer

Building an Accountability Chart defines who is responsible for what, but it does not instantly make someone an effective leader. When newly appointed managers struggle, they are often relying solely on their title, which is level one on the five levels of leadership. Position is the lowest level of leadership. To help your managers succeed in their seats, you must guide them to build relationships, which is level two, and drive collective performance, which is level three. Teach your managers that they cannot lead simply by pointing to the Accountability Chart. They must build trust by understanding the history and personal dynamics of their team members. Encourage them to go beyond their basic job descriptions and lead by example, demonstrating consistent excellence in their own execution. In their departmental Level 10 Meetings, managers should focus on helping their direct reports solve issues, rather than just policing their scorecard numbers. By shifting their focus from positional authority to relationship building and collective production, your managers will naturally build the influence required to run their seats. This transition takes time. Work with your managers during their quarterly conversations to identify where they stand with each individual on their team, ensuring they have the support to grow as leaders.