Is your team stuck, flailing, or falling behind? It might be time to look at how you’re managing them.
A lot of new managers think they should just keep doing the thing they’re good at (hey, it got them promoted!) and miss the fact that their job has fundamentally changed. They fall into the trap of holding onto assignments instead of stepping back to lead.
That creates problems across the board: the team underperforms, people feel disconnected, and morale dips. And at the end of the day, that failure reflects on you as the manager.
When you’re not thinking intentionally about what each person needs to grow, people notice. Feedback gets delayed or never comes. Expectations stay vague. Review time rolls around and you think, “Oh no, I guess I should figure out some stretch assignments!” By then, resentment is already building. People have checked out. Some may leave. Some get pushed out. And your team stagnates. (Raise your hand if you’ve experienced this in action)
At the CIA, new analytical managers are trained to lead differently. The Agency teaches analysts to manage to the individual, not just to the workload:
How much structure or instruction helps them thrive?
Do they prefer feedback in the moment or time to reflect?
What kind of work motivates them and shows they’re valued?
What communication style makes them feel seen and heard?
What projects will stretch their skills and help them grow?
That kind of leadership builds trust. It motivates people. It boosts performance. And it makes sure no one’s surprised during review season because you’ve been supporting and communicating all along.
It also makes you one hell of a leader - the kind people want to follow!
If you are transitioning out of government service and want to learn how to effectively translate your high-impact leadership skills for the private sector, check out MissionPivot™ for dedicated resources, coaching, and support to guide your next career move.
