How can you build strong relationships with your peers in a new leadership role?

Don't focus on networking, focus on creating bonds with your peers. Add value to them, don't seek value from them. Ask questions, instead of giving answers. And prioritise people over titles. Questions over assumptions. Bonds over contacts.

In 2018, I accepted the role of CEO for Linkage, a SHRM company. When I started, I knew two things: 1. I would lead with authenticity. 2. I would do my best to be a purposeful leader. For me, leading with authenticity means ensuring that everything I do aligns with my core values and beliefs. No matter if I'm speaking on a stage or to a colleague, I'm always myself. As for being a purposeful leader, I try to ensure every decision I make is intentional and considers the impact on my team. I focus on leading by example and following through on my words. By showing up as a purposeful and authentic leader, I can build better relationships with my peers and clients and create an inclusive environment for everyone within my organization.

Strong relations are built over time or under extreme pressure. However, they all revolve around trust. To actively build these relationships.you must seek opportunities to earn trust. Remember trust is a feeling or emotion - and very powerful.

Building strong relationships with your colleagues is important for new leaders. It's like weaving a tapestry of teamwork and trust. By talking to your colleagues and welcoming different ideas, you create a dynamic and harmonious work environment. Respect and empathy are essential. Treat your colleagues with kindness and understanding. When you work together, you can make better decisions and achieve more. Trust is earned by keeping your promises and being reliable. In a supportive workplace, people are happy to help each other. This creates strong bonds that go beyond work. A good peer network is based on more than just professional courtesy. It's about being committed to each other's success.

Building trust with your new peer group is essential to landing well in a new leadership role. Trust comes in two forms & you need to nurture both: Cognitive trust: This is how confident your peers feel in your ability to complete the technical part of your job, your credibility in your chosen field. You might think about it as the 'trust of the head' Affective Trust: This is 'trust of the heart' and is built through empathy, closeness, & genuine feelings of concern or care. It’s feelings of security & perceived strength of the relationship, as well as the degree to which we think someone’s intentions are trustworthy, their ethics sound & their integrity whole. It's a type of interpersonal trust, driven by emotion & relational factors.

To survive an thrive as a leader, you must master two different sets of communication skills: 1. To manage - Delegate effectively - Coach your people - Handle difficult conversations 2. To influence - Present with gravitas - Manage stakeholders - Sell effectively And just as each business stage requires a different mode of leadership, so too does it call upon different communication styles.

Remember that you’re working with people. Everyone has a story and something interesting about themselves. Ask questions and most importantly, listen. Too often, we’re thinking about what we’d like to say next, instead of really listening to what another person is saying. If you can remember that someone had a holiday somewhere, or moved house, showing genuine interest goes a long way. We also love being on the receiving end of it. Some of my work relationships began with a “Hello” in the kitchen while making coffee. We’re all human wanting to make the best of each day.

Effective communication leads to transparency. It's the responsibility of the senior leadership to keep the team informed. I learnt this when my business was stagnant and I couldn't figure out what to do. The only way I could think of was to ensure that my team understands the situation, have clarity on what's going on. I asked team's input, suggestions. We listened to each other's opinion and then implemented the best idea. Guess what... Our business turned around in few months, we not only hit our targets but exceeded them. Learnings- Art of the communication is an act of leadership.

For a leader one of the most important skill is communication. Communication is not just words. It is a combination of what you say, how you say (your tone, pitch etc) and your body language while speaking. It is not just what you are saying, pay attention to how you are saying. You can build rapport with the person you are communicating by mirroring subtly their body language. This triggers same neurological processes in the brain which helps in building rapport

I love the line from Sharpe’s Rifles where newly promoted from the ranks, Lt. Richard Sharpe is gently upbraided by his developing love interest, Theresa Moreno. She wisely observes when discussing Sharpe’s habit of yelling and fighting with his men: “We have two ears and one mouth so that we can listen twice as much as we speak.” In war or peace, in Court or around the boardroom table, at the next Zoom call or remote coaching session, the process and goal is the same – active, supportive, and enthusiastic listening which is key to "informed decision making"- the goal of every right thinking organization. As Scouting's founder, Lord Baden-Powell mandated – “Teach them, train them and let them lead”. All of this comes from listening!

Do not let your new responsibilities and title get into your head. You are still the very same human you were yesterday. Just because you were selected to be the one to lead and manage, does not make you anymore important as human being than others.

Don't wait to be grateful until you've reached the top Regardless of your position in an organization, cultivate gratitude as a fundamental part of your work. Don't wait until you're leading a team, a division or a company to become a grateful leader. Make sure those around you understand that you are grateful for the many ways they help each and every day. Whether it's with a smile, a look or sincere words of thanks.

I like the idea that leadership is not about showing other people YOUR superpower. It's about showing them THEIR superpower. This frame of reference about the leadership role helps.

Recognize collective achievements by celebrating milestones, both big and small. Whether it's meeting a project deadline, securing a new client, or simply the end of a productive week, take a moment to acknowledge and celebrate these successes as a team!

In any new leadership role, I believe that building strong relationships with your peers is essential. By consistently appreciating and acknowledging their contributions. Recognizing their efforts, no matter how small, and giving credit where it's due fosters a positive and supportive work environment. It not only boosts morale but also encourages open communication, trust, and collaboration among the team. Also by consistently showing gratitude and valuing their input, the aim is to create a sense of unity and mutual respect within the group, enhancing our collective ability to achieve our goals.

My favourite perspective for collaboration is to see each peer as an "internal customer" and approach my interactions with them as if would ask them, after each exchange, the NPS question "How likely are you to recommend working with me". This doesn't mean saying a blind "yes" to everything; instead, it implies always putting the relationship with the person first, and caring about them. Sometimes it also means saying "no", always from a place of appreciation and respect.

Seek to understand what’s important to them and share what you’re hoping to achieve too. Build trust and collaboration through going first in supporting and celebrating your colleague in joint meetings. Openly ask how you can help them achieve their objectives. Positioning yourself as an ally is very likely to lead to collaborative behaviours in response and could result in a strong partnership.

Those first meetings with fellow leaders can be interesting! I seek to understand their goals and how I might be able to help them meet those, but I also provide realistic feedback about what I think is achievable at this time - setting expectations, if you will. As a marketing leader, I stress multi-party collaboration. Remembering those wins for your peers is important. I've had colleagues happily message me when something they asked for help on has come to fruition. Showing you're not just listening, but that you'll ACT has helped me build trust and respect with my colleagues.

Building strong peer relationships requires genuine appreciation and acknowledgment of contributions. Consistent recognition, a balance of praise and constructive feedback, and tailored expressions of appreciation based on individual preferences are key. Sincerity and authenticity are crucial for trust. Celebrate small wins, encourage peer-to-peer learning, and offer support when needed. In essence, appreciating and acknowledging peers is vital for nurturing trusting relationships and fostering an environment where all can thrive. One thing that sticks with me from military service, 'The greatest thing a leader can do is offer immediate praise.' Just a simple pat on the back goes a very long way.

It's always important to always ask your peers what their priorities are and to see what you can do to support them with those priorities. This will help to create alignment and collaboration that will trickle down to your teams. Sometimes leadership forgets that we're all working towards the same goal and when this happens, it creates confusion and friction. When you all understand what each other's priorities are, how they fit in to the big picture, and how you can help each other to reach those goals as a team, winning together will become easier.

This is sage advice. Coming into a leadership role with others who exhibit passive-aggressive tendencies or feel the need to try and control, (as I’ve experienced) can be challenging. I’ve learned to pause before responding. Do a little inner reflecting, first. It can be tricky, when a peer is often undermining you. Communication is key as well as setting clear boundaries. And sometimes it’s a “rinse and repeat” scenario until they get it.

Taking the time to be thoughtful and considerate typically goes a long way when conflicts arise - it helps defuse the situation more quickly, and can stop it from escalating. Your investment in that earlier foundation work can pay dividends when an inevitable conflict does arise, smoothing the path to resolution by making your peers more amenable to listening, understandings and compromising.

Leaders often lack a key skill - managing difficult conversations. As a leader it is inevitable you will have one with your staff. This can come in the form of performance management, decline in pay raise, redundancy, declining leave or more. It is critical you prepare well for these conversations. Failure to do so can damage relationships and create more issues. As a starting point, ensure you have all the evidence available. Look for core issues, not symptoms, that need to be addressed and how you can solve those. Before meeting understand your desired outcome and strip the emotion away from the discussion. >> Have a plan >> Be concise >> Stay factual >> Remain calm

In a reality where face to face conversations that allow for the reading of body language is not as available and text communication is much more common, conflict can often be rooted in miscommunication or misunderstanding. I value the use of tone identification in text based communication (example: v/r =very respectfully). This helps everyone “hear” the correct tone of the conversation. Conflict can still happen and I agree that direct communication to resolve the conflict is best, but another great time to use tone identification.

Conflicts can arise because of difference of opinion or perspective and it is important that we put things clearly on the table to make sure there are no misunderstandings. It is also important the team is encouraged to deal with conflicts rather than avoid them. This helps the team members to build their emotional intelligence quotient and work on their other soft skills.

When you're a leader, it's important to learn from your peers. They can offer you valuable insights and suggestions on your leadership journey. Be open to their feedback and view it as a way to learn about yourself and improve. Feedback can help you identify your strengths and weaknesses, so you can focus on improving. It's also important to give feedback to your peers. This creates a supportive environment where everyone can learn and grow together. When you and your peers exchange feedback, you're not just helping each other improve. You're also building a culture of trust and respect. This is important for collective success.

Seeking and sharing feedback is about building empathy and improving the relationship. It should be part of everyday interactions, not just something saved for a 1:1. Tact differentiates criticism from insight. Don’t be afraid to share your thoughts in real time, as long as you do it with awareness and respect. More importantly, be sure to ask for feedback, so that others feel more comfortable giving it.

Tip: Utilize a 360-Degree Feedback System How It Works: 1. Anonymous Input: Collect anonymous feedback from peers on various aspects of your leadership. 2. Balanced Perspectives: Ensure feedback is sourced from a diverse group for a well-rounded view. 3. Professional Analysis: Have a professional analyze the feedback to identify patterns and areas for improvement. 4. Development Plan: Create a development plan based on the feedback to address identified areas. 5. Follow-Up: Share your action plan with peers and update them on your progress, showing a commitment to improvement. The anonymous nature encourages honest input, while professional analysis ensures objective interpretation.

Leadership isn't a one-way street. It's a continuous cycle of learning and growth. Seek feedback like a treasure map, and use it to navigate toward improvement. By doing so, you not only enhance yourself but also inspire others to embark on their journey of self-betterment.

As a leader, we expect our teams to accept feedback, improve, and maintain. It's fair, but also important for us to seek feedback as well, whether we're new in the role or established. Leaders may not receive feedback unless they seek it. Aim to understand rather than respond. To help with this, take a multifaceted approach: - Allow and offer meetings for cooperative goal setting with other leaders (this allows for other POVs and insights) - Ensure that you ask for feedback from team members that you lead quarterly - in 1:1s with your manager, ask if there are any focus areas or any items they want to discuss Leading with humility allows for trust in teams, and sets the stage for growth.

A new leadership role is a great opportunity to gain fresh perspective. Seek 360 feedback from manager, stakeholders, peers, and team. Ask open and insightful questions without judgement. Then reflect and validate your understanding with manager and team - as these are in your corner. Once the strengths and opportunities for the team are understood, share 30-60-90 day plans and ask for help from the 360. People respond to being consulted. How you deliver on your promise will determine the strength of the relationships going forward.

Observe and understand the team dynamics first and work on tailoring your approach and strategy accordingly, which can be beneficial for the team. Foster positive and inclusive work environment. Try to connect with your peers on topics outside work. Provide them with a safe space to share their view points. Each voice matters and each perspective is valuable. Embrace feedback culture and coach your team on ways to provide constructive feedback. Always have a positive mindset and motivate the team to adopt the same. Support the peers in their aspiration and help them grow personally and professionally. Inspire the team to grab the growth and learning opportunities. Always measure your success based on your teams' success.

Take time to meet with them without an agenda or transactional topic. First get to know the person as a human being. What do they like to do in their free time? Do they have family? What is important to them in their life? Then, take the time to understand their role in the company and where their biggest challenges are. What do they struggle with? Then figure out how you can help / support them in some way. Even if it is just moral support. Trust is built in the small consistent moments in time and interactions. It all starts with engaging with your peers as HUMANs.

Ok - sometime people talk sh** behind your back. (Of course they do.) You need to buck up & fight forward. Keep gaining leadership skills & don’t quit. Thanks - Sheila

I approach getting into a new leadership environment in a very pragmatic way. And there are 2 core ingredients: 1?? Clarify with your boss what success at the end of your first 90 days in the job will look like. That will serve as the overall guidance and can inform many of your decisions. Especially when the environment is too new to have the full picture. 2?? LISTEN. Listen to your peers, find out what their organizations contribute to the company's success. Get an overview of how your organization interacts with theirs. Understand their challenges, and how your organization could be a better partner for them. And then, listen some more ?? To your team, ask the right questions, based on insights from your peers. Establish trust.