It was the shriek heard around the world. Or so it felt.
Tanya worked in supply-chain management for an aeronautics manufacturer. As an individual contributor, she excelled in her job and had a real knack for anticipating problems. I felt I could “see around corners” and really improve things, she said. So, when she was promoted to her first leadership role and relocated to Florida—an added perk!—she felt both proud and ready. It was her time.
On day one Tanya met with her team—a seasoned group of contributors, many of whom were more senior than she. Tanya embraced the moment with confidence. She talked about how excited and privileged she felt to lead them and acknowledged their unique role in the organization. So far, so good. She came prepared with fresh ideas based on what she had seen implemented in other parts of the company and that she believed could improve her team's operation immediately by driving efficiencies, eliminating errors, and, most importantly, reducing last-minute stressors. They were smiling, nodding, and asking great questions, she recalled.
Then it was her turn to listen.
The team took turns reporting on projects, accomplishments, and bottlenecks. It all went smoothly. Then, an associate handed out the team's monthly dashboard, a common report that had been distributed to the Operations Team earlier that ...