How do you prepare your team for leadership roles?

I believe that investing in individuals and their unique strengths can be a powerful way to set leaders up for success and to build a strong effective team. To build a unique leadership style based on personal and company values will be a good foundation for growth, in my opinion.

Querer preparar a alguien que tú crees puede tener éxito en un nuevo rol es fácil. El problema es cuando la persona cree que ya está preparada y merece esa nueva posición. El siguiente ejercicio te puede ayudar: 1) Pídele a la persona que califique su actitud, de 0 a 10 en su rol actual. 2) Pídele que haga lo mismo con su actitud en su rol actual. Cuando tú crees que la persona ACTITUDINALMENTE no está preparada, entonces le aumentas la calificación que se haya dado en la APTITUD. Esto lo haces para que se de cuenta de que tú tienes registrado y en alta estima su expertise profesional pero que en lo actitudinal (liderazgo) no está aún preparado, lo cual de más importancia para ese nuevo rol. Lo mismo haces si el problema es ACTITUDINAL.

Um Dein Team auf Führungsrollen vorzubereiten, ist es wichtig, eine gezielte und strukturierte Entwicklung anzusto?en. Beobachte Dein Team und identifiziere Mitarbeiter:innen mit Führungspotenzial. F?rdere sie gezielt und ermutige, Verantwortung zu übernehmen. Biete Weiterbildungen an, die auf Führungskompetenzen abzielen. Pers?nlichkeitsentwicklung und Kommunikationstraining sind hierbei besonders wichtig. Biete Mentoring-Programme an, in denen erfahrene Führungskr?fte ihr Wissen und ihre Erfahrungen an aufstrebende Talente weitergeben k?nnen. Biete M?glichkeiten für praktische Erfahrungen in Führungspositionen an, z.B. durch Projektleitungen oder tempor?re Vertretungen. Dadurch k?nnen Mitarbeiter:innen erste Führungserfahrungen sammeln.

After assessing your team's readiness, provide tailored training and development opportunities to address identified gaps. This may include workshops, coaching, mentoring, and stretch assignments to cultivate essential leadership skills and foster growth mindset. Additionally, empower team members with autonomy and decision-making opportunities to build confidence and leadership capacity gradually.

El modelo de Paul Hersey y Ken Blanchard de Liderazgo Situacional considera un análisis de base para luego establecer objetivos de crecimiento. El análisis contempla aspectos laborales y al mismo tiempo sociales-emocionales que influyen en el comportamiento de las personas, sugiere conocer a cada persona que lidero y en base a sus fortalezas y debilidades, establecer criterios de crecimiento

?????????????? ???????????????????? ?????? ????????????????. Pair team members with more experienced leaders who can mentor and provide guidance and support. Encourage open communication and regular check-ins to discuss career goals, challenges, and areas for growth.

Leadership growth is a journey, not a destination. It′s a long, enduring and repetitive process. Its almost like brushing your teeth If you forget to do it for a day, nothing really absurd is gonna happen. But try to stay a week... Then you would really see some damage Feedback and coaching follows the same logic. Consistency is key. Small improvements over time create high performing teams. Coaching and feedback provide a personalized touch, highlighting areas for improvement and offering tools to refine them. It involves active listening, goal setting, and guidance. Remember, leadership is a skill. Feedback and coaching are your tools to nurture leaders. Start brushing your teeth today.

Imaginando que para el candidato será su primera oportunidad de gestión de personas, el coaching proporcionado debe ser 80% sobre habilidades blandas y 20% en habilidades duras, lo mismo con el feedback. Esto es clave porque el candidato va a querer seguir haciendo justamente lo que más le ha generado notoriedad, resultados técnicos. Hay factores del contexto mismo de la promoción que aceleran o disminuyen el progreso del nuevo líder. Ejemplo, si el equipo que manejó antes era más maduro y el equipo que le están asignando es menos maduro, habrá una mayor necesidad de habilidades de coaching y feedback por parte de este candidato. El líder principal debe tener claro estos elementos para solucionar lo más temprano posible.

"In einer Zeit, in der Mitarbeiter Echtheit und Transparenz mehr denn je wertsch?tzen, ist die Pflege von Integrit?t und Authentizit?t nicht nur wünschenswert, sondern essentiell. Ein handlungsorientierter Vorschlag w?re, regelm??ige Selbstreflexions-Sessions einzuführen, in denen Führungskr?fte ihre Werte und Handlungen offen diskutieren und reflektieren, um Authentizit?t zu f?rdern und Vertrauen zu st?rken.

In my experience, coaching and mentoring is so important for your future pipeline of managers. With this, it provides ongoing development rather than one hit wonder training. It can also be very personalised for the individual therefore creating more buy in to the process.

In preparing teams for leadership roles, micromanagement is not the answer. Giving teams the freedom to take initiative and make their own mistakes can lead to valuable learning experiences. It's through these mistakes that they can become better individuals and stronger leaders for tomorrow. Trust in your team's abilities and watch them flourish.

?????????? ???????????????? ?????? ?????????????????????? ??????????????????????????. Invest in training programs, workshops, and seminars on leadership skills development. Topics could include communication, decision-making, conflict resolution, emotional intelligence, and strategic thinking.

Focus on fostering communication among team members, providing skill development opportunities, encouraging collaboration, and offering mentorship. Identify and nurture individual strengths, and promote a culture of continuous learning within the team.

One of the key areas I consider key is training on situational leadership. By understanding different leadership styles and how to adapt them to various situations, participants learn to effectively lead and motivate their teams. Mentoring is another crucial component; being a mentor and a mentee. As well as proper Delegation; ensuring that responsibilities are appropriately distributed and team members are given opportunities to develop new skills. And finally, Support and Trust. By focusing on situational leadership, mentoring, delegation, support, and trust, we can equip future leaders with the necessary skills to excel in their leadership journey.

???????????????? ????????????????????????????. Delegate tasks and projects to team members to give them hands-on experience and opportunities to demonstrate leadership abilities. Encourage them to take ownership of their work and make decisions independently.

A first key rule is knowing that employee empowerment and work delegation is an investment and - like all investments - it takes time to see the return. The second point is that when you delegate, accept that this may mean your employee may complete the task differently than you would. You just need to clarify the aim and goals and trust in "how" they achieve that.

Post Covid, we have seen the importance of creating the leadership bench. As a Gallup certified Coach, I work with organizations to identify and groom the next level of leaders as per their Talents and invest in them to become strenghts.

Para asegurar el éxito de la delegación, me enfoco en: - Delegar tareas desafiantes - Establecer expectativas claras - Ofrecer apoyo continuo - Fomentar la autonomía - Brindar feedback constructivo

Die F?rderung von Diversit?t und Inklusion ist nicht nur eine Frage der Gerechtigkeit, sondern auch eine Quelle für Kreativit?t und Innovation. Ein Reflexionsimpuls k?nnte sein, monatliche 'Diversity-Dinner' zu veranstalten, bei denen Teammitglieder unterschiedliche Kulturen und Perspektiven teilen, um ein inklusiveres und bereicherndes Arbeitsumfeld zu schaffen.

In preparing teams for leadership, recognition and reward are pivotal. My role as a CTO in Australia underscored the impact of personalized acknowledgment on motivation and loyalty. Beyond verbal praise or incentives, I've found that empowering team members with opportunities for decision-making and project leadership fosters a profound sense of ownership and confidence. This approach not only boosts their visibility as leaders but also enriches their skill set, preparing them for more significant challenges. Cultivating an environment where achievements are celebrated and growth opportunities are abundant encourages a culture of leadership and innovation, essential for navigating the complexities of the tech industry.

Recognise and reward leadership potential by hosting a “leadership spotlight” event. Celebrate team members who demonstrate key leadership qualities with awards or public recognition. Incorporate fun elements like themed certificates or small prizes to make it engaging, motivating others to aspire to similar roles.

En el contexto de la motivación líder colaborador, un modelo poderoso y práctico es el análisis transaccional, principalmente el concepto de la caricia. Una caricia en el contexto de la psicología se define como unidad de reconocimiento humano. Aqui hablamos de una necesidad humana. Estas pueden ser verbales y nor verbales. Bien, esta necesidad se amplifica en la relación líder-colaborador y aumenta su efecto en una situación de nuevo rol. Por eso el líder debe saber que en situaciones de transición de rol debe aumentar su frecuencia de caricias psicológicas y estar pendiente de los mínimos detalles positivos que motivarán a su colaborador y aumentaran todos los comportamientos que su jefe quiera seguir detectando.

Test your employees to see if they are ready. Take one small task and assign it to an employee. Watch them and see how they do. If they show promise, give them something larger.

One key element in preparing your team to serve in leadership roles is to encourage them to explore reasoning behind decision making. I find that when an employee or member of the staff has the ability to explain the "why" behind their decision they are better equipped for management. It helps to detract from the idea of taking action simply because it is how it has always been performed. This concept encourages thinking outside of the box and working in the grey areas. It allows a person to grow by making informed decisions.

?????????????? ?????? ????????????????????. Develop a succession plan to ensure a smooth transition of leadership roles within the team or organization. Identify potential successors and provide the necessary support and development opportunities to prepare them for future leadership positions.

The mindset and culture enabling people to "grow". Culture is what is left after words evaporate, what people really understood and how they behave. A culture is a matter of behavior. So, how to set a specific mindset enabling trust and confidence within organizations? Hearing declarations, it seems a majority of corporate leaderships wants more agility, subsidiarity, initiative, decentralized command, audacity... But, it seems that the commitment is not fully assumed. Such changes come with a price. How far are you really ready to go? What are the real meanings of words? Are you ready to reconsider for exemple your approach tp errors and implement a real after action review process? Encouraging leadership is a leadership's responsibility !

Consider creating a mentorship programme where current leaders guide team members through real-life projects. This hands-on approach provides practical experience and personalised feedback. Additionally, regularly review progress and adjust the programme to address evolving needs and foster continuous growth.

Uno de los elementos que se suele ignorar y que influye poderosamente es el contexto del nuevo rol de liderazgo para la persona. Hay que tener en cuenta por ejemplo el momento de vida del candidato, soltero, casado? , los nuevos pares que tendrá, el lugar y espacio físico de trabajo, mismo edificio? oficina privada, abierta? estilo DISC? Primera oportunidad como gestor de personas? ya tuvo equipo? Cuál es su tendencia natural, las personas, los procesos? Estos son detalles que no se suelen abordar y pueden afectar el rendimiento de la persona porque a nivel general todos van a decir que si a un nuevo rol de más notoriedad, y según mi experiencia durante la marcha muchos de los obstáculos son más de tipo contextual que personal.