Shanda O’Dennis is a learning and development associate at Friends Services Alliance, a 501(c)(3) organization that provides services to more than 115 nonprofit organizations in 16 states — predominantly in the aging services sector.

Company values such as integrity, respect and teamwork are frequently shared during employee onboarding and plastered on a company website. Still, how often are they truly discussed, especially at the leadership level?

Complicating matters, values are rarely black and white; there is usually a degree of gray. When organizations provide ambiguous value propositions, it risks confusing new leaders.

There’s a better way to equip those moving from staff to supervisor, ensuring they are prepared to make ethical decisions that align with a company’s values. It goes beyond initial training; it requires mentorship and ongoing education at all levels of leadership.

Only by embracing this type of culture will an organization be composed of ethical decision-makers with organizational values that are deeply ingrained and manifested in day-to-day activities and operations.

The transition to leadership

The transition from staff to supervisor brings tangible changes — increased salaries, new job titles and expanded responsibilities. However, it is the intangible shifts that are often more profound.

As leaders, people are now viewed as decision-makers, problem-solvers and mediators that have the final say in many situations. Understandably, these responsibilities come with inherent pressures and expectations.

There is much more to the role of a leader than just what is on paper. A good leader needs the work experience and the soft skills necessary to uphold the organization’s culture. Without an “owner’s manual” to navigate these pressures and shifts in expectation, leaders may feel a sense of isolation or unnecessary pressure.

Organizations sometimes fail to recognize that while they have promoted someone who is good at their job, the individual may lack the management skills necessary to lead others. Many times, leaders are only made aware of their areas for improvement when they are being corrected for a misstep. But wouldn’t it be better to proactively offer the tools to make a positive impact on one’s team? There are two ways organizations and human resources teams can address this: a formal mentorship program and leadership training that involves emotional and psychological aspects.

The value of a mentor

No leader can know it all, regardless of their years of experience or the letters after their name.

Having a formal mentor in a peer role or a similar role can encourage leaders to admit when they do not know something and seek input from either their mentor or team members. Mentorship also builds a culture that lets new leaders know it’s OK to ask for help. It affirms that a significant shift happens when one becomes a leader.

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