Page 112 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

Selecting, Building, and Developing Your Work Team 97

■ Working alone or on a team. Does the job require teamwork or auton-
omy? To what degree?
■ Working independently or under supervision. Does the job require dele-
gation and independence, or does it require close coordination and
cooperation with you?
■ Possible relocation, expatriation, or repatriation. Is the role part of a
career or experience path that will require one or more major personal
or family moves over a specified period?

In summary, by analyzing each role to define all the aforementioned factors,
you can begin to determine whether you currently have the leadership talent
necessary to achieve your vision. Almost all organizations have professionals
trained in human resources and talent management who can assist you. This
may begin with your performing a detailed role or job analysis. This analysis
can help you identify role requirements and select the leadership you need,
and it will also serve as a basis for assessing training needs as well as setting
performance expectations with your people.

Determining What the Individual Brings to the Position
and Management Team
Having determined the functional-technical, leadership, and emotional intel-
ligence competencies required for each job, as well as the expected level of per-
formance and conditions under which a person will perform, you now can
assess each person’s ability to meet those requirements. (See Just Promoted
Leader Tool 6, Selection Model for Determining What the Individual Brings
to the Position and Leadership.)
One of the best predictors of future job performance is past performance.
Even though experiences may not be identical, the core competencies needed
for success in one situation can help predict success in other positions. Some
managers and leaders feel that the core management competencies are of suf-
ficient value and that a technical knowledge of the work is not essential to
manage and lead effectively. Others argue that a leader who knows the basic
work, the related technology, and procedures is better equipped for the job,
gets up to speed more quickly, provides more decisive leadership, and makes
better decisions. Either way, past performance is an excellent predictor of
future performance.