Dealing with team members with varying leadership experience. How can you lead them effectively?

"Alright, newbies, gather over here—you'll need extra supervision so nothing catches fire. And millennials, relax, we've got something special planned, so hold off on the complaint tweets!" ?? The truth is, you'll ALWAYS be in environments with varying leadership experience levels. While recognizing team diversity and tailoring approaches can be helpful, it's also important not to over-label people or pigeonhole people into groups. I genuinely believe that demonstrating effective leadership behaviors can set a powerful example and benefit everyone from the start.

Hi there! Let's appreciate the uniqueness in each of us—no two people are exactly alike. As leaders, our distinctive ability lies in recognizing each person's strengths and directing those skills effectively. But how do we achieve this? The simple formula is to deeply understand each team member and expose them to the challenges that arise in the course of running operations and business units. Once you are confident in each person's ability to execute their assigned tasks, provide the necessary support and then give them the freedom to bring their own style to the work!

Recognising diversity of experience is also about recognising that as the leader you may not always be the most experienced or knowledgeable in the room. Acknowledging that helps you earn trust of the team and unburden yourself of unrealistic expectations that you need to have all the answers!

Leading a team with varying leadership experience requires a tailored approach. I started by understanding each team member's strengths and areas for growth. For those with less experience, I provided more guidance and mentoring, helping them build confidence and skills. Experienced leaders received more autonomy but still benefited from regular check-ins and support. Encouraging open communication and fostering a collaborative environment allowed everyone to share insights and learn from each other. By setting clear goals and expectations, I ensured everyone was aligned and motivated. This approach helped balance the diverse experience levels and led to a more cohesive and effective team.

Mi experiencia como líder de equipos multifuncionales me ha mostrado el poder de la diversidad generacional. Desde la sabiduría de los Boomers hasta la experiencia de los Gen X, la innovación de los Millennials y la agilidad de los Gen Z, cada generación aporta una perspectiva única y valiosa.

Clear goals show and set the path that you will be travelling on. Everyone in the team must be aware of the organisational goals and understand the reason for them. It gives them a clear picture of what and how to work.

Setting clear goals is crucial for managing diverse leadership in your team. Start by defining specific, measurable outcomes that align with both individual development paths and team objectives. This clarifies expectations and provides a roadmap for success. Regularly review progress to keep everyone motivated and focused, ensuring each member knows their role in achieving the collective goals.

Clear goals and expectations are always needed in the first place, and it must be from both parties. This would help us to minimize the gap from their previous background and current condition. Then, we can set action plan together to make sure this works for all.

This is the downfall of some new members, setting unrealistic goals and when they cannot reach them, they get discouraged. Communicate early and often and manage expectations.

Cultivating a collaborative atmosphere among team members with varying leadership experience is vital for fostering mutual learning and respect. Encourage cross-mentorship opportunities where seasoned leaders share their wisdom and benefit from the fresh perspectives of newer leaders. Promoting open communication and valuing all ideas empowers team members and fuels their growth. This collaborative environment accelerates the development of emerging leaders and keeps experienced leaders engaged and receptive to new approaches. Through this synergy, your entire team harnesses each member's strengths and experiences, allowing everyone to grow together in a supportive environment.

Leadership is a journey, so no matter how far ahead you feel, there is always something you can learn or a new practice that might serve you better because leadership is about curiosity and open-mindedness. What better way to show that than by working with other leaders of different levels and approaches to leadership? Be a mentor to them as well as their mentee; this way, everyone wins and enjoys the collaboration.

En mis experiencias de acompa?amiento tanto en coaching ejecutivo como en team coaching las prácticas efectivas para atender esta diversidad han sido: - Implementar programas informales de mentoring, por un lado la naturaleza del liderazgo invita a modelar e inspirar y por otro la necesidad de aprendizaje/desarrollo nos abre buscar recursos - Creación de comunidades de aprendizaje, espacios para fluir desde prácticas efectivas y abrir casuísticas donde la perspectiva de otros contribuyen a la construcción de aprendizajes siendo ambas estrategias elementos determinantes para abrir conversaciones desde la perspectiva del propósito compartido y la disposición auténtica de compartir conocimientos y buenas prácticas.

What if your team needed to dialogue before collaborating? There are reasons why everyone wants to take on a particular role in a group: to conform, to demand, to do the minimum, to become a leader, to do more than is required... Our beliefs and relational patterns are replayed more or less consciously in teams. Restorative circles or other restorative approaches can be an opportunity to make explicit what is at stake for each individual, and to mobilize collective intelligence to resolve a team issue.

Feedback is the way to improve ourselves professionally and personally. It's crucial not to take them negatively. Even for an experienced leader to upscale, he/she must get feedback regularly.

This topic has some differing approaches. I prefer the direct approach. It comes down to what is the best interest of the organization. The fickle part about providing feedback is that the receiver has to be willing to actual listen in order to absorb it. It's the job of the leadership to know their team enough to know the best way to deliver feedback to the individual, whereas leaders feel it is the employees' job to take feedback how it is given.

Depending on the leadership experience of the individual, the companies culture, the departments role and the individual team members a lead needs to adapt to the leadership role. It makes sense to offer coaching for specific needs since every situation is unique while investment in broader training helps to reduce cost and bring consciousness on the topic of leadership in the whole organisation. Different leadership levels are normal to every changing organisation - make the best out of it by encouraging leads to support each other establishing a god feedback culture.

O treinamento contínuo mantém a empresa competitiva, garantindo que os colaboradores estejam atualizados com as últimas tendências e práticas do setor. Isso permite que a organiza??o inove e responda rapidamente às novas demandas, melhorando a eficiência operacional e posicionando-se como líder no mercado. Além disso, ao investir no desenvolvimento de seus colaboradores, a empresa constrói uma cultura organizacional forte e resiliente. Funcionários que percebem esse compromisso se sentem mais conectados aos valores e objetivos da organiza??o, promovendo um senso de propósito e comunidade que é crucial para enfrentar desafios e alcan?ar metas ambiciosas.

What if there are things going on that are difficult to express to your manager or the rest of the company? You might consider offering a confidential, unconditional listening space to team members who feel like it. Through restorative interviews (inspired by restorative justice practices), people can confidentially open up and reflect in front of someone neutral towards the team, in a non-judgmental, non-advisory space. Far from injunctions and best practices, this kind of space can open the way to unsuspected inner resources for your employees. A path to the authenticity essential to leadership.