How to: Take Charge

What does this look like?

Managers who are good at taking charge:

• take the lead in a crisis
• don’t shy away from challenges
• take unpopular stands if needed
• can encourage robust debate, synthesise different viewpoints and develop ways forward
• maintain their composure in all situations.

How can I do this?

1.    Learn to deal with criticism

It’s impossible for managers to please everyone or to be perfect and right all the time. Criticism is inevitable and it’s best you learn to deal with it.

• Be able to explain your position to a critical audience.
• Listen to complaints, ‘should haves’ and alternatives. People like to say things should have been done differently. Even if you don’t agree, listen for ideas you can take on board in future.
• If you make a mistake, accept appropriate personal responsibility and move on.
• Don’t let fear of negative feedback or criticism stop you from taking the lead.
• Build up your tolerance to resistance and criticism.
• Regularly review and reflect on your actions. This shows you’re open to learning and improving. Identify why your past actions worked or didn’t work. Address your areas of weakness.

2.    Be ready to take a tough stand

To take a tough stand, you need to be confident in your position or decision but also humble enough to acknowledge when you’re wrong.

Before you take a stand:

• ask others for advice
• scope the problem, consider options, pick the best one
• be able to state your position and reasons in just a few sentences.

Once you’ve made your decision:

• hold firm unless it’s clear it needs to change. Then re-evaluate.

3.    Be able to sell your vision and ideas

• Have a compelling vision of where you want to take your team and the end result.
• Sell the benefits of your vision and ideas.
• Talk in terms of outcomes, targets and goals. Focus less on process.
• Invite input from others. All feedback is an opportunity to learn.
• Take the time for conversations about your vision and ideas. Allow people to ask questions. Listen, even if you don’t agree.

4.    Stay calm

It can be hard to keep your composure in the face of criticisms, attacks and crisis situations. To take charge effectively, you need to be able to manage your emotions and stay calm. Others will take their cue from you.

• Learn to recognise your emotional reactions as soon as they start.
• Take a moment to calm down. Try taking deep breaths and asking the person to tell you more about their point of view.

5.    Dealing with resistance and conflict

When you meet strong opposition, remember that you’re not in a battle that you could win or lose. Your goal is to address the issue, not to prove you’re right.

• When discussing issues, keep to the facts and stay objective. Focus on the problem not the person.
• Listen well—allow people to have their say without interrupting. Ask a lot of questions.
• Listen to understand, not to judge. Show you’ve heard what someone said by summarising their points.
• Try to find common ground and things you agree on, even if they’re small things.
• Address other points of view, starting with those you have objective information about. If you’re less informed about some points, leave those until last. If there are still issues you don’t agree on, document them.
• Know when to end a discussion. Respectfully let people know you’re going to make a decision. Make the decision and move on.
• Be mindful that your decision must be ‘reasonable management action undertaken in a reasonable way’ and that you may have to defend your decision if it is challenged.

6.    Prepare for crises

Strong leadership is essential in a crisis. You have to respond quickly and the more prepared you are, the better.

• Think about how you would respond to different crises:
• financial / budget
• loss of confidential information
• loss of equipment or access to facilities
• human challenges, such as staff shortages or a crime
• natural disasters.
• Do some research to understand how these crises can arise and how they’re best dealt with. If it makes sense, assign someone to do research for you.
• Create ‘risk plans’ or ‘business continuity plans.’ You can draw on these when a crisis strikes, and you’ll reap the benefit of foresight and pre-planning.

7.    Build your leadership skills outside of work

Try leading outside your workplace to build your skills and confidence. You could, for example:

• take a leadership role at a club
• volunteer to head a workplace committee, task force or initiative.

8.    Presenting with confidence

• People are more willing to follow a confident leader. Always present yourself confidently, even if you don’t feel particularly confident. Try to:
  • use a strong voice
  • keep culturally appropriate eye contact.
• Work on your presentation skills. Look for low-risk opportunities to practise public speaking.
• Look and sound the part. Think about whether:
• your clothing choices are professional
• you speak like a professional
• you sound confident
• you react in calm and professional ways.

You may find this challenging if you…

• would rather follow than lead
• try to avoid conflict and crises
• don’t like taking tough stands
• care a lot what others say or think
• want to be liked, to be right and above criticism
• don’t persevere
• aren’t cool under pressure.

You’re not taking charge effectively if you…

• don’t bring people along with you
• aren’t a team player
• don’t tolerate other points of view or ways of doing things
• choose to command and direct when there are better ways to influence
• don’t develop other leaders.