Here's how you can handle your boss's expectations when facilitating a team.

I'd begin by understanding what success looks like to my boss. I'd have a conversation with the team on what they're responses are to these expectations and what challenges they envision along the way. We all can then map out a success strategy and agree on points of compromise or sub-optimalism and negotiate delivery with my boss so everyone is in alignment.

I value teamwork and open communication when working towards a shared objective. Additionally, I recognize the importance of establishing clear boundaries and reflecting on learning and growth while facilitating a team to meet the expectations of a supervisor. Striking a balance between these priorities can be a complex task, but I apply a thoughtful approach to navigating these challenges.

To effectively lead your team and manage your boss, start by clarifying desired outcomes and timelines with your boss. Discuss potential roadblocks and set realistic expectations. Keep your boss informed throughout, highlighting progress and any challenges needing their input. Foster open communication within the team to manage surprises. Ultimately, strive to deliver the results your boss needs, adapting your approach as needed. This loop of clear communication, realistic expectations, and focus on results will ensure a successful team effort.

#Gerne teile ich meine Fachkompetenz mit Ihnen: 1.1 Spezifisch 1. Klare Zieldefinitionen vermeiden 2. Missverst?ndnisse. 1.2 Messbar 1) Fortschritte und Optimierungspotenziale werden sichtbar. 2) Attraktiv Sinnhafte Zieldefinitionen motivieren. 3). Realistisch Realistische Ziele werden von Projektmitgliedern eher akzeptiert. 4). Terminiert Deadlines helfen, Priorit?ten richtig zu setzen und auch bei langfristigen Projekten am Ball zu bleiben

Also, it’s super important to have role clarity. Who’s in charge when you’re facilitating. What is your managers role in the process. Having that conversation upfront can be critical, otherwise they may try to jump in and take the lead, undermining your process.

Business happens through communication. Getting clear on two things makes a huge difference: (1) How does your boss want to be updated? Depending on their personality preferences this answer may be very different. To avoid misalignment and build trust, have a conversation up front and check in at key intervals on whether the communication frequency and content is working so you can make changes if needed; 2) What does success look like? Conversations about expectations are one thing, but creating strong agreements involve going a step further to discuss ways of working that really WORK for everyone. Be willing to communicate about metrics and milestones so success is not ambiguous, but a clear path forward.

A comunica??o é essencial para construir uma rela??o de confian?a e proximidade. é fundamental compreender o comportamento e a forma de express?o do líder, pois esses aspectos podem fornecer insights valiosos. Alinhar as expectativas com a realidade é crucial. Ao ter consciência do estilo de lideran?a dos nossos gestores, podemos aplicar suas expectativas e orienta??es de forma a agregar constantemente valor. Uma gest?o eficaz do tempo e maturidade na programa??o de entregas fazem toda a diferen?a nesse processo.

Understand the daily needs of the company and communicate with your boss to make sure that you are headed in the same direction. Communication is key to success. Its also good to know how often they would like a recap on what your daily progress is. Is is daily or weekly. Make yourself a list of projects that you need to complete and see how your boss would like you to prioritize them.

Comunica??o é a chave e o problema de grande parte das empresas. Um líder sem uma comunica??o assertiva, com quase toda certeza, irá fracassar, se você n?o consegue comunicar ao seu time o senso de urgência e as demandas corretamente, quando você for informar ao seu superior, vai acabar saindo de lá com mais perguntas que resolu??o e normalmente isso é ruim.

Transparencia, claridad y comprensión sin medias tintas, con los post y contras, con lo cual no da lugar al equivoco, así se trata de una comunicación, clara y directa.

Every leader has a list of tasks that need to be accomplished, and if the designated approach isn't the best solution, it's the responsibility of the team member to present new ideas, always respecting boundaries and maintaining team harmony.

One approach to managing boundaries is to present leadership with options, clarifying the pros and cons of each. Discuss the trade-offs and seek input on the preferred option. Before presenting, confirm with your team that the options are achievable and the trade-offs are accurately represented. Ensure that the points presented reflect not just your opinion, but also the team's perspective.

An excellent method that can be used here is theme-centred interaction (TCI) developed by Ruth Cohn. "TCI focuses on maintaining a balance between four key factors in any group: the individual (Ich), the group itself (Wir), the task at hand (Es), and the surrounding environment (Globe). The facilitator plays a crucial role in ensuring this balance is maintained. Activities in TZI revolve around a central theme that emerges organically from the group's interests and needs. The facilitator acts as a guide, not a director. They encourage participation from all and help maintain focus on the theme. TZI is built on a foundation of humanism and respect for all individuals. It emphasizes taking responsibility for oneself and the world around you."

This is always where it gets tricky! However, basing things on calm, rational, just principles, integrity, trust and a genuine sense of team camaraderie can go a long way in getting your boss to understand how you see what the team and yourself are faced with. As a matter of fact, this back and forth with your boss, should actually be always seen in a positive light. The pulling and pushing of these boundaries ensures that the sweet spot between what the team currently believes can be accomplished vs. what may be possible is always tested, and questioned, and not just taken for granted.

Ein Beispiel wie es mich erfolgreich u.verst?ndlich erkl?rt gemacht hat: Der Text enth?lt wissenschaftsbasierte Empfehlungen, #wie die Verwaltung zur Gestaltung und Umsetzung einer Politik der Nachhaltigkeit beitragen kann.Beispiel wie Nachhaltigkeitsgovernance in ?ffentlichen Verwaltungen gest?rkt indem Nachhaltigkeit in der Verwaltung verankert und Organisationsstrukturen, Instrumente und Prozesse integriert werden. Das Ziel des Projekts u.Empfehlung richtet sich -nachhaltigkeitsorientierte Change Agents an.Darunter verstehen wir Verwaltungsakteure,Gestaltungsspielr?ume für Nachhaltigkeit einführen,um aus der Verwaltung nachhaltigkeitsorientierten Wandel einzuleiten u.Politik im Sinne der Nachhaltigkeit zu gestalten.

Do ponto de vista do facilitador, essa costuma ser também uma oportunidade para entender o tipo de conex?o que existe entre seu superior e o restante da equipe. A presen?a dele causa inibi??o ou motiva??o no grupo? Ele mesmo enxerga o contato direto com as pessoas como um desconforto ou uma oportunidade de aproxima??o? Em qualquer um desses cenários, pode haver um terreno fértil para fomentar a integra??o do time, através da localiza??o de sentimentos e objetivos comuns. A colabora??o n?o só ajuda a resolver desafios técnicos, como tem o potencial de horizontalizar as rela??es de trabalho, ampliando a sensa??o de seguran?a e confiabilidade.

Einblick meiner Sichtweise, teambuilding offen transparent Gruppen Kommunikation Welche Informationen via E-Mails werden kommuniziert?Welche Nachrichten sollen über Ihr Nachrichtensystem übermittelt werden?Für welche Informationen wollen Sie Ihre Projektmanagement-Tools verwenden?Gibt es einen Tag oder einen Zeitpunkt, der sich besonders gut für Meetings eignet?Welche Richtlinien oder Regeln sollten wir als Team für die Kommunikation und Diskussion festlegen, damit wir ein inklusives Arbeitsumfeld schaffen? Wie ist die Rollenverteilung im Team?

La participación del jefe o líder principal del proyecto es inspirador para el equipo de trabajo, además de aportar claridad en los objetivos deseados. Debe ser precisa, concisa y motivadora. El equipo debe sentir que cuentan con sus líderes y entender que sus líderes cuentan con ellos. Sin embargo, la participación exagerada puede traer como consecuencia la comodidad del equipo en la gestión, esperando la palmada en el hombro para avanzar, debe ser en su justa medida

One to one conversations about roles, team needs, expectations, and what support looks like can be helpful. It can provide leaders with a way to participate in a way that keeps the momentum going and feels collaborative. One piece of coaching I give leaders is recognizing when to push, pull, or leave it alone for a moment.

Entendo que a melhor forma de promover a colabora??o é sendo transparente. Se surgirem desafios ou contratempos durante a facilita??o da equipe, n?o esconder isso do seu superior. Em vez disso, seja transparente sobre os problemas e trabalhe em conjunto para encontrar solu??es eficazes.

Esprit agile - Management collaboratif Le manager est là pour superviser, coordonner, penser, mais il est également là pour construire avec l'équipe, qui parfois de par leur poste technique, peut suggérer des éléments inattendus et de bonnes pistes de reflexions. être en mesure d'accepter de son n+1 ou n-1 des remarques suggestions constructives

Understand your boss’s expectations and adapt your work style accordingly. Learn new skills and be open to feedback to improve your performance. Communicate effectively about your achievements and challenges.

Relacionamento e adapta??o, todos precisamos hoje em dia, enfrentamos problemas diferentes todos os dias com diferentes níveis hierárquico, se você n?o for preparado para lidar com isso e n?o tiver jogo de cintura, vai acabar se estressando mais que o necessário, sem resolver os problemas.

Ser flexible hoy en día es una competencia valorada y deseada para muchas organizaciones, sobre todo en aquellas donde la dinámica de factores externos invade a la operación constantemente, inestabilidad económica, política, ambiental, entre otras, ser capaz de adaptarse y adaptar al equipo a nuevas formas y enfoques es clave

One of the first things I learned as a facilitator was to recognize the needs of the team and leadership is why I'm there. If those change even in the middle of the session/meeting then I need to adapt to meet their needs. There have been many times when my original plan for a facilitation session was thrown out and I needed to completely change directions or go deeper into a certain topic. All participants myself included left those sessions feeling like we accomplished something in a collaborative manner because we all had a role in our learning and development.

Engage in open dialogues with your boss about project successes and areas for improvement. Use these discussions as a tool for personal growth and skill enhancement. This practice not only aids in professional development but also fosters a stronger rapport with your boss.

Prendre du recul, analysez, défaire les idéologies, reconstruire de nouvelle permettent d'améliorer, de rendre mieux et d'atteindre de nouveaux objectifs.

Seja somente com o chefe ou com a presen?a de todos da equipe, uma forma muito simples e prática de promover a reflex?o sobre uma facilita??o que acabou de acontecer é o framework "mandamos bem, mandamos mal". Da mesma forma que uma reuni?o precisa ser aberta com uma introdu??o, ela também precisa de um processo para ser fechada, e uma reflex?o conjunta sobre o que acabou de acontecer é uma das melhores formas de fazer isso. Trace uma linha em um folha de papel e registre do lado esquerdo o que funcionou bem e do direito o que pode melhorar. A percep??o das pessoas é a matéria prima mais importante para um facilitador fazer bem seu trabalho: facilitar caminhos onde os objetivos do grupo, da área e da empresa se encontram.

When facilitating recognize the wisdom in the room, provide opportunities for all participants to contribute in their own ways. Create inclusive spaces because all insights and perspectives can increase the learning opportunities or be the key to creative problem solving.

Nous sommes ici sur l équilibre entre une obligation de moyen et une obligation de résultat. L échange et le partage entre les parties permettent d affiner, anticiper et s adapter aux attentes.

Il est également important de rappeler à la direction / au patron que la facilitation et l'animation d'équipe n'a pas vocation à imposer des idées. La démarche collaborative, au contraire, vise à générer des pistes d'action qui répondent aux réels besoins et capacités des équipes. Les objectifs fixés par la direction doivent être un cap à atteindre, l'intelligence collective permet d'atteindre le but en co-construisant le chemin.

Some ways are important to synchronize leadership expectations and team management: (1) it is crucial to listen to leadership's pain points and convey them in the form of objectives to be achieved by the team. It is also essential (2) to promote the sporadic participation of leadership in activities and meetings with the team, giving credit to the message and, at the same time, recognition to the team. We first leaders (3) are also true filters of any challenges that we can solve at our level, leaving the second leadership (leaders of leaders) with free time to go deep into more strategic points of the business.

Quando o assunto é gest?o de expectativas, seja as de um chefe, seja as da equipe, é importante n?o perder de vista que, enquanto seres humanos, estamos sujeitos a flutua??es emocionais e diferentes interpreta??es de um mesmo fen?meno. Nesse sentido, quando os diferentes interesses te levarem a rotas turbulentas, lembre que os interesses comuns s?o o norte que te ajudará a estabilizar o voo. N?o estou dizendo que isso seja fácil. Mas se fosse fácil, a facilita??o n?o seria t?o divertida. E se n?o fosse divertida, sua carreira em facilita??o certamente n?o seria sustentável.