You're a new manager in a high-pressure work environment. How do you build a successful team?

As a new manager, you should focus on building a strong rapport with your team to get to know more about them on personal and professional base , this will help a lot in knowing the strength points as well as the areas of improvement . knowing how to utilize your team in the best way , so to keep their diversity as a point of strength in assigning team tasks .

La mejor forma de construir un buen equipo es empezando por confiar en las personas que lo componen, conocer a cada integrante, ser apoyo como lider en cada situación de conflicto, contener en los momentos dificiles y siempre respaldar las ideas de soluciones que se proponen.

Be a good listener if anyone try to share his,/ her personal problems also be empathetic. You should always address the person by his first name and not mention his designation. Introduce your junior as your colleague to a third party, never say he/ she is my sub ordinate or my junior. Give respect to your colleagues and juniors.

Excelente descripción de cada paso!!! En ocasiones no es factible la confianza de inicio, ya que al no conocer a las personas puede pasar que le confiemos tareas que luego no cumplen, por eso primeramente conocer y saber fortalezas, debilidades y también cuan responsables son con las tareas todo eso es básico, luego viene capacitación, herramientas, inculcar les el sentido de pertenencia, etc. Reconocer sus logros también inspira y alienta a seguir mejorando cada día.

El conocer a tu equipo es fundamental para el desarrollo de cada integrante del mismo y para llevar a cabo tu plan de trabajo. Poder hacer que encajen las piezas sin tener ese conocimiento interno de sus fortalezas, idoneidades y por qué no debilidades es muy difícil La confianza se logra poco a poco.

Dicas para um bom feedback: 1- Feedback n?o é julgamento e muito menos ca?a ao culpado, e sim, uma devolutiva do acontecimento, bom ou ruim, para que as pessoas consigam enxergar os resultados e visualizar o que pode ser melhorado na próxima situa??o. 2- Feedback é instantaneo, n?o deixe passar muito tempo do acontecimento para falar com o funcionário o que precisa ser ajustado, pois muitas vezes algum detalhe importante pode ser esquecido. 3- Feedback é diretivo, n?o tente disfar?ar ou rodear muito para falar o que precisa ser dito. Vá direto ao assunto, lembrando que o que está em pauta é o fato e n?o o juízo de valor pessoal de nenhuma das partes. 4- Feedback é comunica??o assertiva com foco no positivo, ou seja, clareza e solu??o!

Providing feedback and recognition to your team is like being a coach for a winning sports team. Great athletes need both criticism to improve their game (constructive feedback) and praise to keep them motivated (recognition). By offering regular feedback and celebrating wins, you’ll help your team reach their full potential! Bonus Tip: Don't just deliver feedback in a sterile meeting room! Find creative ways to recognise and acknowledge good work. A handwritten note on a desk, a public shout-out at a team meeting, or a small gift card can go a long way. Personalise your recognition to show you genuinely care about your team's contributions.

Leading by example is crucial for fostering a positive and productive work environment, especially in a high-pressure setting. As a manager, it's essential to demonstrate the behaviours and qualities you expect from your team to inspire trust, confidence, and respect. This means staying calm, composed, and solution-focused under pressure, even when faced with challenging situations or tight deadlines. Additionally, showing empathy towards team members' concerns and challenges fosters a supportive and inclusive culture where everyone feels valued and understood. By leading with empathy, resilience, and integrity, you empower your team to perform at their best and cultivate a culture of excellence and collaboration in the face of adversity.

Avoid hiring yourself. We have a tendency to seek and hire employees who are like us. Real team success, particularly for newer leaders, comes from having a diversity of thought, diversity of experience, and a diversity of skill. Regardless of the team's need or type of work having people who can think differently about the problem is key to success. In interview processes ask why you're drawn to one candidate over another, avoid confirmation bias, ask all candidates the same questions and score them on the answer. Seek people that challenge your own ways of thinking and be open to those challenges. The most successful teams are the most diverse!