When they first meet you, the Company wants to know what you know. You get hired as an accountant, engineer, or whatever. Your world is technical/functional.
Later, after 3 years or so, they get interested in what you can personally achieve. You are a sole contributor but nothing will get done if you cannot influence others.
Eventually, after 2-3 more years they have seen some leadership potential and they give you your own team. The game has now changed - it's what you can get done through and with others. None of this is technical or functional in nature. They also promoted you because you were a good X, but to succeed in this you need to be a good Y. This is the challenge of the new front-line leader.
Your biggest challenge will be to learn faster than most. If you talk too much or act too much this will block your learning and progress. Your ears and good questions are your best friends at this point.
As a new people leader, here are some critical pieces of advice to help you succeed in your role:
Build Relationships: Take the time to connect with each team member individually. Understand their strengths, challenges, and goals. Building solid relationships fosters trust, improving communication, and boosting overall team morale is key. What got you HERE is action but what will get you THERE is interaction.
Effective Communication: Communicate clearly and regularly with your team. Be transparent about expectations, changes, and updates. Listen actively, encourage open dialogue, and provide timely feedback. Effective communication builds trust and allows for better collaboration. Run at least one team scrum a week to discuss what is urgent, and important and who will do what. Let people know your thoughts feelings and rationale so that trust is built. They need to know WHO you are. If they don't know you they can't trust you - and that is very bad for a first-time leader.
Lead by Example: Demonstrate the behaviours and values you expect from your team. Act with integrity, professionalism, and respect. Show commitment, accountability, and a strong work ethic. Your actions set the tone for your team's work culture.
Empower and Delegate: Trust your team members with responsibilities and give them autonomy. Delegate tasks appropriately, providing clear instructions and guidance. Study delegation - it is both art and science. Empowering your team not only develops their skills but also fosters a sense of ownership and motivation.
Support Growth and Development: Identify individual strengths and areas for improvement within your team. Focus more on strengths but become fantastic at giving feedback. Feedback is like milk - best when it is fresh. Provide opportunities for learning, training, and professional development. Support their career aspirations and help them reach their full potential. Never see your people as a threat. Their job is to get you promoted so they can also move up - let them help you, and then pull them up after you.
Foster a Positive Work Environment: Create a safe and inclusive workspace where diversity is valued. Encourage collaboration, innovation, and creativity. Recognize and celebrate achievements. A positive work environment boosts employee engagement and productivity. Don't punish mistakes - embrace them and learn from them.
Address Conflicts Promptly: Deal with conflicts or issues within the team as soon as they arise. Always move TOWARD tension. Encourage open dialogue, actively listen to different perspectives, and work towards a resolution. Addressing conflicts promptly can prevent escalation and maintain a healthy team dynamic.
Balance Results and Well-being: Strive for results, but not at the expense of your team's well-being. Recognize and respect work-life balance. Encourage breaks, vacations, and self-care. Support your team members during challenging times and show empathy.
Remember, leadership is an ongoing journey of growth and learning. Adapt these principles to your unique work environment and continuously seek feedback to improve your leadership skills.
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