You're a new supervisor with an experienced team. How do you earn their trust and establish credibility?

Listening first always earns you the respect, to better understand the dynamics of the past and what is needed. This sets you up for success ...

I'm learning that listening and hearing the message isn't enough. One needs to ask additional questions like "help me understand, can you tell me more about...?" Probing more, asking additional questions will help listening to understand.

Listening is key to earning trust as a new supervisor. Actively engage with your team, understand their concerns, and respect their experience. Show empathy, be transparent, lead by example, empower them, provide support, and celebrate successes. Consistency in your actions builds credibility and fosters respect.

Listening alone is too passive. You must ask questions. Show a true interest in their ideas and concerns. And to show that you are actually listening, incorporate their contributions in any response you provide.

Saludarlos, preguntar y llamarlos por sus nombres Preguntar cómo se sientes Inspirar confianza y ser abierto a comentarios, opiniones, escuchar nuevas ideas y abrirme a las críticas con comentarios positivos y negativos. Aprender y compartir experiencias, siempre hay algo que compartir y aprender.

Get to know your team. They have experience and talents to help them move forward and reach their goals. Find what might encourage. Give them a dose daily inspiration via notes, images, or music. Finally, model what you want to see in your team. You are only as good as you say you are, AND your actions will always speak more than your words.

See the team's work, how they interact, their performance, their preferred tools, the time they take to perform tasks without pressure, create a type of knowledge metric. From there, compare what they are doing with the way you want to implement it, here the magic begins, showing them that you understand what they are doing, respect their way and are presenting new ways to optimize their work, putting yourself forward willingness to teach and help throughout the process. This shows respect for your team, but it also shows that you understand the subject and are here to help improve everything.

As a new member of the team a great leader will surround themselves with people that can do different tasks efficiently and effectively to the point that you only need to add guidance not tell everyone what to do every minute of the day. By doing this you show more respect by having confidence in their abilities.

Respect can be demonstrated with deference. Instead of being the person who has all the answers, ask the questions. "How has this been done? Is that approach working?" You might come with ideas of what needs to be changed, but asking questions not only gives you real-time information, but allows your team to know that their input will shape any upcoming changes. Maybe they've been frustrated by something for a while and a change in leadership is an opportunity for them to exert some influence. If you're listening and asking questions first, you'll get to know the team's hot topics and they can let go of some defensiveness that naturally arises with a leadership change.

If you are a new supervisor/leader and are fortunate enough to have an experienced team: 1. Verbally recognize the experience gap and let them know you will be leaning on their experience to provide input on some decisions. 2. Set expectations up front and be consistent. 3. Never bankrupt your leadership capital account on insignificant items.

Exemplo de Experiência na Indústria Farmacêutica: Como supervisor na indústria farmacêutica, implementei uma mudan?a no processo de controle de qualidade. Em vez de impor a nova metodologia imediatamente, realizei reuni?es com a equipe para entender suas preocupa??es e sugest?es. Juntos, adaptamos o novo processo de forma a integrá-lo sem grandes interrup??es, promovendo um ambiente de colabora??o e respeito. A comunica??o clara é vital para qualquer supervisor. Seja transparente sobre seus objetivos, expectativas e as raz?es por trás das decis?es. Quando sua equipe entende o "porquê" por trás das a??es, é mais provável que elas as apoiem.

I truly believe that listening well is a part of communicating clearly. I once had a new supervisor take over in our department who started off by going to each employee, now under his watch, to speak with them one on one. In that talk he both listened to their needs and wants going forward as well as communicating his way of leading and the type of productivity he wanted to see from his employees. I felt heard in my desires for our department going forward. I also was glad we had clear expectations immediately to work towards. Speaking with your team as well as listening are all parts of being a good leader moving into a new team.

Try to be aware of everything you assume and ask yourself if everyone can reasonably be expected to know the same thing. If it's not as obvious as the sky is blue (or Q1 is Jan-Mar), state the assumption and ask if everyone has the same. "I'm assuming we pass this on to marketing from here. Is that right?" or "It's important for you to let me know when you've completed phase 1 so I can be ready to report our progress and keep enquiries from other teams to a minimum for you." Actions can be interpreted in many different ways, depending on a person's past experiences. Be clear of your intent so you don't inadvertently become the repeat of a bad manager in someone's mind.

Always have clear objectives when addressing your team and ask questions like is there anything unclear or confusion with instructions. Leave the door open for discussion and questions as the project is in progress

One of the coolest parts of joining an experienced team is that you have room to level up the team with your knowledge. Little by little, show them new tools, tricks, knowledge bases to consume, show them a new world and leave them enchanted with the new possibilities you are bringing with you. Show them that they will evolve even further along with you.

You can’t micromanage an experienced team. This team has gained more experience than anyone else in the industry. Trust them and only observe them. Give them the relevant authority to perform their duties. Responsibility without proper authority leads to slavery and one should avoid this with the experienced team. Take their suggestions and try to implement with your own ideas.

Lidere pelo Exemplo: A credibilidade é muitas vezes um produto da a??o. Demonstre seu compromisso com os objetivos da equipe sendo o primeiro a abra?ar a mudan?a e mantendo os padr?es que você estabeleceu. Quando sua equipe vê você trabalhando duro e assumindo responsabilidades, é mais provável que eles sigam o exemplo. Liderar pelo exemplo também significa ser responsável por seus erros, o que mostra integridade e ganha respeito.

O empoderamento é uma ferramenta poderosa na constru??o de confian?a. Incentive os membros de sua equipe a tomar iniciativas e tomar decis?es dentro de suas áreas de especializa??o. Quando você confia em sua equipe para fazer bem o seu trabalho, eles se sentem mais investidos em seu trabalho e no sucesso da equipe. O empoderamento também ajuda a identificar líderes em potencial dentro da equipe. Por exemplo, como supervisor na indústria farmacêutica, deleguei a responsabilidade de melhorar o processo de embalagem a um dos membros mais experientes. Ele n?o apenas encontrou solu??es eficazes, mas também se destacou como um líder natural, motivando seus colegas e aumentando a eficiência do setor.

The first time I took over a unit (50 staff) I sat down with each person. I offered them the opportunity to change jobs if they were overwhelmed, bored or ambitious. I moved 10 people and gave some additional mentoring roles. I knew who was capable of what, in short I knew them.

Four tips! 1)Let your team know that they Belong 2) Set high standards and clear expectations 3) Give them the information and resources to be successful 4) Show them that you CARE!

Integrating into an existing team takes effort, but it's rewarding. Actively learn about your team members' strengths and work styles. This knowledge empowers you to make positive changes while ensuring everyone feels valued and respected.

Excellent tips! I would also like to add, after listening, implementing what is already working and removing what is not, be open and inclusive to your staff’s suggestions, however making the final decision once you’ve determined the best route to take, stand firm! Although it’s great to receive input, feedback, showing empathy, respect and concern, be confident in your ability as a supervisor and your decisions. This shows staff you’re open to their input yet you must ultimately make the decision that affects angles they may not be privy to. -AJR??

Hay un poco de cada cosa en este tema, hay que ser empatico, mostrar respeto, predicar con el ejemplo, ayudar a tu gente a crecer, ser coherente con lo que dices y haces y al final del día pues tener ese cuidado cari?oso con las personas, aprender que somos duros y exigentes con los procesos y metas pero no con las personas. La vida da muchas vueltas y ser un buen líder genera ese espacio de confianza, compromiso y lealtad de tu equipo. No siempre saldrán las cosas perfectas pero de errores también se aprende.

I have found it very helpful to set clear expectations and hold your team accountable to those expectations as well as holding yourself accountable. Leaders also have to establish relationships with their employees which will install trust so that you can guide them to reach the company goals.