Leading is not enough to be a good professional.
You have to think about the responsibilities that this implies.
However, authority is not - or rarely is - an innate disposition, and is not to be confused with omnipotence.
1. Know how to distinguish "good" from "bad" authority
The purpose of a healthy authority is to carry out a project and to “help grow” those who participate in it, by creating long lasting cooperation links.
2. Be consistent with pre-established criteria
The existence of a hierarchical structure and explicit rules, known to the whole team, creates a de facto authority that does not need to be constantly reaffirmed by overly directive management.
The process will benefit from being structured around well-thought-out delegations.
The manager must also have sorted out, in advance, the negotiable subjects and those on which he will not compromise.
But it's also up to the manager to be exemplary. Keeping your word is a key principle of authority.
3. Establish a culture of feedback
Knowing how to lead your team towards an objective supposes fostering a relationship of trust.
You should not stay in your ivory tower, but be at the counter regularly, organizing not only meetings but also informal dinners or lunches from time to time.
Learning about non-verbal communication can take you further.
The ability to pick up weak signals, beyond the attitudes that one can control, makes it possible to precisely apprehend the real intentions of the interlocutor and to be even more comfortable with the exercise of authority.
You must also give priority to the virtues of speaking: know how to express your expectations to your employees, but also your satisfaction: the first source of motivation is recognition on a daily basis.
4. Take care of your image
Adopt a physical posture in accordance with your positioning as a manager: with a calm, stable voice, you have to take possession of the space to inspire confidence and respect.
Conversely, wiggling your fingers while speaking and having a shifty gaze, can have negative results.
Same precautions in the formulations: it is better to ban impersonal expressions and to prefer the present to the conditional.
Do not minimize your words with adverbs like “maybe”, “possibly”, “a little bit”. Likewise, you have to know how to be positive… 100%.
To be avoided: "when you get down to it, you can do it", "you did a good job for once", "there is nothing to say on that one"...
5. Stay authentic
The exercise of authority can be reconciled with a style of its own.
Without having to force the line, you can overcome many obstacles, whether related to your personality or culture.
So shyness doesn't make managers less good: it's just about assuming responsibility, which isn't the prerogative of the most extroverted, far from it.
Likewise, remaining firm on the principles, makes it possible to face possible resistance as a woman exercising authority over men, or as a young incumbent in front of more experienced employees.
6. Duo manager without false notes
Faced with two-headed management, employees often complain of having to deal with distinct priorities and levels of requirement.
We must beware of a great specialization of roles: if the partners take leave turns, the one who takes care of the administrative part, risks finding himself deprived of valuable knowledge.
Finally, there is a high risk that they will find themselves at odds with one another. In the event of a serious problem, it is imperative to discuss it with your partner before making a decision.
You may not be on the same wavelength with your co-manager, but then you have to stage this disagreement, that is assumed but not suffered.