You’re a new manager. How can you make your team feel valued and respected?

To get positive work environment and maximizing productivity this is very important to make your team should feel respected. there are ways according to me the first thing is to be very transparent with your team try to communicate opnely, listen them with activeness. lead by example, treat everyone with respect, dignity & kindness regardless of their level and designation. These two are most important for me rest all like empower them, clebrate with them and seek feedback from team. these things are very important.

We hire the team who has the passion to take the journey with us. When we hire, we take into consideration their future benefits, "What they can get out of this job?". Other than money, what else? Learn new things? Take himself or herself to the next level of his expertise? For young employees, are they searching for their interest and potential? It takes communication and we build trust. Next, we help them to identify their strengths and weaknesses. Give them opportunity and support to lead and to learn. Welcome and respect their ideas. Keep them engaged on the company situation and direction. Constantly bring them to the same page. Allow them to identify issues and brainstorm solutions. They're team players and "Family members".

First thing to do as a newly appointed manager is get the team to know you and you know any team member by role and real contribution to the team. For instance who is the person everybody goes to when they feel sad, who has the biggest experience inside the team, which are the sub-teams, etc. Ask about their past as a team and understand how they see themselves as a team (performers, fun, stable, challenging, etc.) - what is the team goal in the team's perspective. In my opinion, it is crucial to understand how they are used to deal with conflicts and how is their decision taking style.

The best practice to know your team is - spend some time with your team members offline and understand each ones individual style of working - set and understand expectation - when the team member and manager understand each ones goal, it is easy to build smooth transition - continuous coaching and recognition

2 way communication by getting to know the team and let them get to know you. This builds trust, team spirit , morale and the will to acheive and "win" together.

On Day 1 or 2, schedule a one-on-one meeting with each team member individually. Get to know them, share information about yourself, set expectations, and begin building the relationship the right way. One-on-one meetings are crucial, and conducting them early is something you should definitely not overlook or delay.

An open and clear communication is a very powerful and effective management tool, which is also setting the ground of collaboration within the team. First, communicate your expectations, subsequently listen to team's expectations. Communicate rules and protocols of cooperation and set the team's protocol - how to take decisions, how to deal with conflicts, what is the level of autonomy and responsibility of each team member and its place in the team. On the opposite, every unspoken rule or message is rather damaging team's effectiveness.

Uma das coisas que mais os colaboradores observam hoje, ao menos em minha equipe é o feedback. Uma comunica??o clara, com objetivos e expectativas, com emo??o e anima??o. Mas, ao mesmo tempo, estar aberto para ouvir, afinal, comunica??o n?o se trata de um monólogo mas de mensagens trocadas.

As a manager at Starbucks Coffee Brasil in 2011, during a critical business phase, I prioritized making my team feel valued and respected by empowering them with additional responsibilities and opportunities for growth. Drawing from my experience as a barista and shift coordinator, I leveraged my understanding of team dynamics to nurture high-performing teams. By leading by example and fostering a culture of open communication and collaboration, I ensured that each team member felt heard and appreciated. This approach not only boosted morale but also contributed to the overall success of the company during that challenging period.

Delegation is about optimizing your team’s potential, which empowers your team members and advances their capabilities. Here are practical tips to delegating effectively: -Start Small: Begin with low-stakes tasks to gradually build trust. -Clarify Expectations: Define goals, deadlines, and guidelines to ensure everyone is on the same page. -Provide Support: Be available to answer questions & provide feedback. -Encourage Initiative: Empower team members to make decisions independently so they don’t solely rely on your guidance. -Celebrate Successes: Recognize achievements to show appreciation & reinforce continued ownership. -Reflect: Identify what went well & opportunities for improvement to refine your delegation approach.

Fato é que cada colaborador é responsável por buscar sua capacita??o pessoal, afinal de contas, a carreira n?o está presa à uma organiza??o mas à uma pessoa. Porém, ao longo dessa caminhada de prepara??o, o colaborador conta com auxílio de inúmeras pessoas; professores, mentores, conselheiros, amigos e etc. O que pode demonstrar que o líder tem uma influência grande no preparo desse colaborador, tendo em vista que além da capacita??o técnica, existe também a experiência.

Empowering the team is one of the most important things, doing that will give the team a trust in themselves. Which will help them to grow and exceed, make an impact and taking initiatives

Todo novo gestor é objeto de inspira??o para a equipe, pois, é um símbolo de esperan?a, tendo em vista que os que est?o hierarquicamente subordinados a esse novo gestor, enxergam a possibilidade de também chegarem onde ele chegou. Sendo assim, o gestor n?o deve olhar para a equipe com olhar de "rivalidade", pelo contrário, deve apoiá-la mostrando que caso haja esfor?o haverá sim, no futuro, o reconhecimento.

The lifecycle of a team is many times like the one in a family with children. You start from celebrating their first steps, til they become independent and move to their own house. In between, you need to understand and support the path and the abilities that each team member has unique and help them build on that. Sometimes you have to throw them into the water, so they can learn how to swim. Exactly like teens, sometimes they will hate you along the way, but bringing up your team is the only way to keep your team's performance at a top level.

I was 23 when I became Manager of a John Lewis furniture department. Some of my new team had been working there longer than I'd been alive! This is what I learnt... Be humble when you are new. You won't impress anyone by pretending that you know everything or you're more capable than they are. Your job is not to be 'in charge' but to be 'in control'. Harness the talents and knowledge of your team, defer decisions to them when they have more experience, ask questions and demonstrate you want to learn. But take responsibility. The buck stops with you. Step up and be accountable.

A few weeks into a new job with a new healthcare system my boss had given me the opportunity to step in as editor and chief of our quarterly newsletter for physicians and affiliates. Not only did this honor make me feel valued and respected, the fact that she remembered from one of my first interviews that I possessed a passion for writing really gave me the impression that I belonged. While my first articles were not perfect, I gained a sense of ownership over my mistakes and progress, as well as involvement at a larger scale with other departments within the network. That scenario has left a standing impression on me when it comes time to either assign or include others and projects, so that they may learn as well.

Involving team in the decision making process, supporting in the task performance period and communicate the regularly for the updates will make the team to be in a good position and will be confident.

In my practice I used 3 types of team actions that ensured my teams 7 years in a row 30% over the budget: - ask colleagues about their personal goals and support them in taking care of their goals - make team events - we did for 3 years "Colorful Friday", where we all dressed-up based on the week's theme - dots, sports, music, Michael Jackson, Greek, Sales etc - use actual team buildings activities - we were taking every quarter a weekend outdoors and spent the entire time in real team activities - ie cooking, board games, etc. where everybody from the team brought their passions and talents