Here's how you can build respect and trust with your team as a program manager using assertiveness.

Stick to basics the rules are same for everyone in the team, give and seek clarity in planning and execution. Stand for what's right and turn down what's not.

When it comes to communication, I always aim to be clear and confident. I make sure my expectations, goals, and feedback are straightforward and easy to understand. This avoids any confusion and creates a space where my team feels comfortable asking questions if they need clarity.

The team and the well-being of the members are more important than chasing milestones. Build the team with members that wants to work in the team, share the dream and empower those members. Do not involve non team players as they will undermine the effort. Make sure the milestones are achievable, everybody understands and buys into the mission and empower the team. Look after the team members and they will look after you.

Start by recognizing that assertiveness bounces gingerly between passivity and aggressiveness. Intuitive listening will help you navigate between those beacons. Before you speak up or shut up, ask yourself sincerely if what you were about to say is going to be truly productive. It's a great time to steer away from any self-centeredness and focus on the bottom line of your objective!

While intense and transparent brainstorming may happen before decision making, it is incumbent upon program manager to ensure everyone adheres to the action plan once firmed up.

I have always believed in being role model to the team, decisiveness combined with transparency. And this has been quite effective in my professional journey.

In this article, I think the "Lead by Example" part overlaps with "Maintain Integrity" - maintaining integrity means it's leading by example.

I believe in setting the tone through my actions. Whether it’s hitting deadlines, tackling challenges head-on, or maintaining a positive attitude, I try to model the behavior I expect from my team. This consistency not only earns their respect but also shows that I’m committed to the same standards I ask of them.

Demonstrate the qualities you want to see in your team. Be punctual, meet your own deadlines, and show respect for others. Your actions can set the tone for the team’s behavior.

Predicar con el ejemplo es fundamental en liderazgo. Los líderes que modelan el comportamiento esperado aumentan la productividad en un 25%. Como consultor, he visto cómo esto fomenta respeto y credibilidad. Los equipos aprenden mejor al observar la práctica real, reforzando la máxima de Albert Schweitzer: "El ejemplo no es la principal manera de influir en los demás; es la única manera."

Allow your team members to make decisions without solely depending on you.Delegated authority empowers the team and everyone feels valued. M style of leadership that has worked is delegated authority and it brings growth and trust within a team.

Empower your team members by delegating tasks and giving them the autonomy to make decisions. This shows that you trust their abilities and judgment.

As a leader, it is your job to empower your team to try something and fail or succeed. Start by identifying impactful, low-risk items that can be easily mitigated if they mess up, then ask them to take that piece on. As they continue to learn from their successes and failures, then help them grow to more visible items and higher risks. Another key piece is to ensure you are clear on check-in expectations. During those check-ins, you need to be diligent in asking questions to understand rather than pushing your ideas. You may also need to gently clarify any requirements or use it as an opportunity to identify where you missed in setting them up for success.

Empoderar a los equipos es esencial en el desarrollo organizacional y la gestión eficaz. Según Gallup, solo el 15% de los empleados se sienten verdaderamente comprometidos en su trabajo; el empoderamiento puede cambiar esto. Como consultor, he visto que los líderes que delegan con confianza, desarrollan habilidades y transforman la dinámica de equipo. Como decía Ken Blanchard: "No puedes empoderar a las personas si las controlas."

Learn to delegate and let go. Sometimes it may be easier to do things yourself, but this will hamper your team's development in the long run. Let them make mistakes, as long as it is not detrimental to the team, and help them learn from it.

Building a strong relationship is the critical step for the team members to become receptive to constructive feedback by loosening their defensive shield knowing the feedback is coming from a good intention.

Take time to really assess and communicate your feedback. Think and practice how you will discuss your feedback to be sure that you use the proper words and get your desired reaction/ outcome from your teammates.

When it comes to feedback, I focus on being constructive and specific. I address issues directly but also make it a point to recognize their strengths. I see feedback as an opportunity for growth, and delivering it assertively shows that I’m invested in their development.

Feedback is very important for continuity of work and progress of each team member. It creates a comfortable and safe environment for growth and also gives each team member the autonomy of decision making.

When you think about feedback, being objective is the best starting point through having data to back up any feelings. I can't count the number of times presenting data caused epiphanies with the team members on why we are discussing which takes the sting out of it being personal. If we are questioning decision-making, keeping an open mind to understand their thought process is critical. Using the Five Whys method helps lead the team members to potentially self-identify issues. But above all else, remember that your job as a leader is to help build your team members through feedback.

Conflicts are inevitable in real time projects . Hence, the only difference as a leader you can make in your team is how smoothly and how amicable you resolve those conflicts. You must ensure you are not favourable to any individual and you will protect team interest.

If you think of conflict as bad, you have already lost, as you will unconsciously avoid it. Conflict should be considered a good thing as it is an opportunity to bring diverse perspectives and needs together to create something better. As a leader, you can become comfortable assertively addressing conflicts by bringing forward objective concerns and leaving egos and personal clashes at the door. You can build credibility in resolving conflict by trying to get the best of each opinion to create a better solution. Once the team commits, whether through agreeing to disagree or through consensus, then close the discussion and move forward. Only re-open the conflict if a new risk or opportunity arises.

I believe that assertive conflict resolution involves addressing issues head-on while respecting all parties involved. It is about openly discussing the problem, listening to everyone's perspectives and working collaboratively to find teh best solution possible. This approach not only resolves the conflict but also strengthens the team by fostering mutual respect and understanding. By being assertive, we ensure that all voices are heard and we create an environment where everyone feels valued and understood.

Give team members the opportunity to voice out their concerns and side. Focus on the issue/ conflict and not the personalities; and be clear on the gauge that you will use to address or resolve the conflict. Stand by your action or decision.

I believe every team member's voice and view on the conflict are very reasonable and they should be heard. Expressing that you get what they mean and trying to understand their point is crucial for resolving the conflict and maintaining a healthy team.

Respect and trust are vital to stakeholder relationships. I was updating a budget for one of my projects and noticed that a freelancer hadn't submitted an invoice for their work a few months back. My manager said not to worry about it, and it is up to the freelancer to stay on top of their invoices. This didn't sit well with me, so I informed the freelancer. The freelancer was extremely grateful and said she had never had someone follow up on a missing invoice. I told her that if she does the work, she should be paid for it, even if that means a little extra work for me. It was also the right thing to do. In that one instance, I built respect, trust, and a relationship that would benefit me and the company.

I believe maintaining integrity in a professional setting involves consistently upholding ethical principles, being honest, and honoring commitments. It means being transparent in your actions, taking responsibility for mistakes, and treating others with respect. By adhering to these values, you build trust and credibility in your professional relationships.