Leading from Experience: 5 Essential Behaviors for First Generation Professional Leaders
Leading as a first generation professional has unique challenges.
So far, you have climbed the ladder using your own skills, intuition, and work ethic and may not have experience supervising a junior colleague or leading a team. For this week’s Article, FGPM took a look at research and perspectives from first generation leaders to determine how new managers can leverage their background and individualism to lead their corporate teams.
Be Yourself
Your success comes from your unique background and experience. As a first generation leader, you have already tackled the expectations of your role, and adapted through the period of adjustment, by translating your personal background into a professional skillset. Further, first generation professionals can better recognize these valuable skills in others. “Tapping into my resilience, adaptability, and resourcefulness, successfully positioned me to contribute to company culture, confront racial bias, and break unrealistic expectations. Once I was comfortable being myself, I not only pursued opportunities that were right for the real me, but I could also bring another perception to ideas that others overlooked” (1).
Successful first generation leaders also call upon their uniqueness to propel them through challenges. By presenting your most authentic self in the workplace, you show your junior colleagues how to embrace even those parts that might not be “the norm” in your industry. Sarah Stanizai from Fast Company explains, “I’m talking about your culture, your heritage, the nuances of who you are. When it comes to those precious parts of yourself, it’s not on you to explain, justify, or soften them. For example, if it’s common in your culture to live at home with your parents as an adult, speak about it as if it’s common. If they’re confused or surprised, that’s on them” (2). Showing your junior colleagues or supervisees your personality may not only validate their own uniqueness, but create an office culture of inclusivity and encourage continuous learning - both essential functions of leadership.
Create Your Own Culture
Speaking of office culture, as a first generation leader, you may be responsible for building a positive, structured, and productive environment.
The first step of this process is to share out your insight on an individual basis, to then build rapport with your team over time. “Building rapport goes beyond knowing your teammates’ professional goals. It’s about creating a psychologically safe environment. [U]se a part of [your weekly 1:1] time to better understand how their personal lives affect how they show up to work. The advice here is not to spend half an hour discussing your social life, but rather, to check in with people on a professional and personal level. Make them feel seen, appreciated, and heard as a human being, not just a ‘worker’” (1).
Similarly, effective first generation leaders will encourage their team to bring their authentic selves to the workplace. There is always more to learn about your team’s background and experience. According to Helena Seo, “People can only excel and perform when they can be who they are. Pretentious, disingenuous culture is toxic, and it makes people focus on things other than the quality of work itself. I strive to build an open, honest, and transparent culture where everyone feels safe to make mistakes, freely talk about their experiences, and learn from each other” (3).
Some first generation professionals might experience a conflict between their home culture and the expectations of the workplace. Encourage your junior teammates to share their cultural experience or work in a way that aligns with their personal values. As their leader, beginning this process with yourself will give agency and permission for your team to follow suit and create a palace of belonging. “Remember, other people can and should learn from you. If you are a child of immigrants or an immigrant yourself, there are outside reasons for the confusion and sense of not fitting in that you feel. The best way to curb the effects of impostor syndrome, and begin to internalize your success without it being undercut by those around you, is to remember that you make up the fabric of your company culture just as much as everyone else does.” (2).
Communicate with Intention
As a first generation professional, you may have figured out your unique communication style as you navigated corporate life, without formal resources.
You may also have an idea of what communication styles will work, and which will not, to best communicate to a first generation team. “I would rather be a leader who is an open book than a mysterious black box. I find that proactive communication and directness helps get people on the same page faster and prevents second guessing. It’s important for me to know that my team stays up to date so they can make the best informed decision, and I don’t become the blocker of critical data” (3).
Recognize Talent and Lead with Empathy
As first generation professionals navigate their careers, they may have encountered barriers to success, from conflicting cultural norms to communication disconnects to an oversight of unique strengths.
As a leader, you have an opportunity to uplift your team and provide the guidance you not have received during your own journey. “Pay attention to their strengths, challenge areas, and motivations, and provide them with the support they need to succeed. In doing so, you can delegate meaningful projects to each person while also creating a culture of continuous feedback.” (1). Through practicing empathetic leadership, you can build trust with your team by demonstrating you understand their stressors and can authentically guide them on their path to success.
Part of leading with empathy is anticipating challenges to your team. How can you best prepare your team for tough conversations and setbacks, especially your first generation employees? “I always picture what each meeting will look like in my head before scheduling it. What are the potential conversation dynamics and outcomes? What should the tone of the discussion be? Whose voice will be loudest in the room and who might feel more isolated? Some may think this is overly calculated, but I believe this is the minimal amount of preparation you need to do as an empathetic leader.” Not only will this teach your team to think outside the box, they themselves will become accustomed to asking key questions and seeing a larger picture.
Overcome a Bias for Action and Learn to Delegate
As a first generation professional, you are likely accustomed to “doing it all yourself.”
You may have had to lean into your independence and autonomy to find answers, understand industry norms, and acquire knowledge. As a first generation leader, however, you may need to learn a new skill: delegation. “Get comfortable relinquishing control of the details and ask for help when you need it. This may be tough if you’re used to doing it all” (1). Through delegation to your junior teammates, you demonstrate trust in their abilities, while still guiding them through any uncertainty.
That is not to say collaboration will no longer be important. You still need to leverage your problem solving skills to deliver results, but with the added benefit of additional teammates. “I’m most satisfied when we get down to actually solving the problem and moving the needle. I also love working with and hiring other doers who can move mountains with me in the most productive and efficient way possible. Because of this trait, I feel I am most useful in situations where execution is key.” (3) Learning to take a pause before leaping to action will help you include junior members in your team’s success and build trust.
Leading as a first generation professional is an opportunity to leverage your unique background to develop your team.
The key strategic behaviors in this Article can assist you to elevate your leadership skills and, by encouraging cultural expression, you can build trust and encourage your team to be their best selves.
Citations
Lester, Kela. “Leading as a First-Time, First-Generation Manager.” Ascend, 21 Oct. 2022, hbr.org/2022/10/leading-as-a-first-time-first-generation-manager.
Stanizai, Sara. “First-Gen Leaders and Professionals, It’s Not Your Fault You Feel like a Fraud.” Fast Company, 19 Aug. 2022, www.fastcompany.com/90779662/first-gen-leaders-and-professionals-its-not-your-fault-you-feel-like-a-fraud.
Seo, Helena. “Becoming a Leader as a First-Generation Immigrant.” Medium, 6 Jan. 2020, medium.com/design-doordash/becoming-a-leader-as-a-first-generation-immigrant-4b9a883489dc.
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