How can you develop leadership skills as a new manager?

Taking genuine interest in your team members' career growth is the best way to develop leadership skills. Gaining respect from the team is the first step. And for this being a hands-on team leader and being a role-model for the team to lookup to helps in developing leadership skills.

Cuando somos nuevos en un equipo debemos trabajar para generar confianza y conexión rápida. 1. Practicar escucha activa y demostrar empatía: debemos darnos el tiempo de escuchar y aprender antes de buscar cambiar algo o juzgar sin información correcta. Mostrar empatía nos ayudará a crear conexiones genuinas 2. Definir metas de corto plazo que nos sirvan para mostrar resultados rápidos y alinear al equipo sobre las prioridades para alcanzarlas 3. Empoderar. Aunque estemos tentados a hacer el trabajo, debemos confiar y permitir a los otros hacerlo. Esto aumentará la motivación y el compromiso de las personas.

Select a mentor who excels as a leader and engage in regular conversations and dialogue. Ask questions, listen attentively and share openly. Keep a diary and record your 'lessons learned'.

In any walk of life one have to set clear GOALS. from last many decades we have followed that Goal must be SMART (Specific, Measurable, Achievable, Relevant & Time Bound) But, my take on this is to add more word and that word is CHALLENGING so we need to have cSMART Goals. Great leaders always set cSMART goals for their teams so that team is always clear about what to achieve. Setting expectation from both side is always very crucial to have role clarity. The team which is not having role clarity will always falter in execution. When there are no role clarity then everyone tries to do everything.

Eine konkrete Ma?nahme die mir geholfen hat Ziele für Teams aufrechtzuerhalten und greifbar zu machen war beispielsweise eine Teamcharta welche sichtbar im Office platziert wird und gemeinsam mit dem Team definiert wird. Neben Vision, Mission und Zielen steht vor allem das ?Warum“ im Vordergrund. Welches die Mitarbeiter immer wieder daran erinnert warum Sie ihrer Aufgabe nachkommen und welchen Beitrag sie am Gesamterfolg haben. Das motiviert und gew?hrleistet das der Kurs gehalten wird.

As a leader you got to ask yourself whether 1) we are willing to spend time on supporting your team and get some results you may not like OR 2) do the whole thing yourself and get it right the first time. The answer is easy. Want to be a leader, go with 1). Want to be a manager and "die" trying, aim for 2).

At some point in everyone's career, they were individual contributors until their boss saw potential or acknowledged contributions and gave them a chance. Do the same for others. Moving an organization forward happens when strong leaders understand the responsibility to raise others up, not just to promote their careers. Check in with your direct reports and don't be afraid to solicit their feedback informally through regular dialogue and/or formally through 360 reviews. The more you collaborate and build trust, the greater the value you bring to an organization.

Delegating & empowering team members are indispensable aspects of effective leadership. It's about more than just assigning tasks; it involves entrusting individuals with responsibilities that align with their strengths and expertise. This approach not only leverages their capabilities but also fosters a sense of ownership & accountability. Empowerment is a cornerstone in nurturing a thriving work culture. Encouraging autonomy within established guidelines allows team members to explore innovative solutions and make decisions confidently. This autonomy often leads to increased job satisfaction, improved problem-solving, and a stronger sense of commitment to achieving organizational goals.

While trust is earned, not given, you cannot gauge your level of trust for someone without providing them a chance. To micromanage from the start shows your employees that you do not trust them and will not empower them to do more. This lack of empower will also stifle them to want to take initiative. It is important to foster and empower your employees.

Delegar es lo más importante para que el equipo se desarrolle, sin embargo, el líder debe estar cerca para destrabar y apoyar cuando algo se complica. Apoyar no es "hacer el trabajo" es ayudar a hacerlo bien o a corregir.

I can not emphasize enough on how important this is to have a two way communication with your team and actually listening to what their issues are. It pertains to not only professional but personal problems as well. Be there for them! To support, to guide and to actually listen. They will go an extra mile for you only because of this connection that you are creating here!

Kommunikation schafft gesunde Beziehungen. Ehrliches und interessiertes zuh?ren , sich Zeit nehmen und verstehen. Empathie mit Freude umsetzen und sich auf Situationen ohne Filter einlassen.

Effective communication is important, though to be effective in this area, you need to be able to listen. Hearing and understandings others will allow you to be a better communicator and people leader.

Una comunicación clara y transparente, fomenta y fortalece la confianza dentro de las partes interesadas y con ello se rompen paradigmas de jerarquías y propicia cercanía.

Learn the strengths and weaknesses of each team member. Ensure their strengths are put to optimal use. Provide adequate training opportunities to polish those skills they are weaker in. Pay special heed to introverts in the team, who maybe shy of expressing ideas in group meetings.

Openess to learning is a great trait. Every single day brings opportunities to expand knowledge and develop skills. By actively demonstrating being a learner, a leader leads by example and encourage his/her team to do the same. Different people have different learning styles, some prefer reading books, others watching videos, while others benefit from having a coaching relationship. Enjoy what works for you!

Creo que independiente de la posición de liderazgo en la organización, el aprendizaje continuo siempre será relevante para el desarrollo profesional. En el caso de cargos gerenciales, primero, por la necesidad de sumar conocimientos específicos del cargo y segundo, porque es crítico incorporar competencias nuevas. Son éstas las que permiten potenciar habilidades y hacer evidentes ciertos aspectos de mi personalidad y liderazgo que no son visibles para mí pero que obviamente las personas de mi equipo, pares, colegas y otros cargos pueden observar en mis acciones y discurso (recuerdo la ventana de Johari, las áreas ciega y desconocida). Desde esa necesidad, todo es útil y suma: cursos, lecturas, mentorías y networking.

As a new manager it’s important to understand and connect with organisation objective , its customers and its people. One needs to pick up from where the team delivers . Engage strongly and be with the team as a member and guide with common objective to serve the organisation and its customers. Leadership should be natural .

Do research on highly quality professional development programs. Invest time and money in acquiring this knowledge and apply in your practice. Celebrate the results, celebrate your growth. Grow TOGETHER. Learning and growth doesn't happen in isolation. We grow by growing others. That's leadership.

Embracing continuous learning and development is crucial, especially in a managerial role where adaptability and growth are key. As a new manager, exploring diverse learning avenues is vital: from formal courses and mentorship to drawing insights from personal experiences and feedback. This multifaceted approach enriches your leadership capabilities, aiding in confident decision-making and fostering a culture of growth within your team. Remember, the journey of learning and evolving as a leader is ongoing, contributing immensely to your effectiveness and credibility in driving organizational success.

Para mí esto se trata de la coherencia entre mis acciones, discurso y creencias. Más que predicar con el ejemplo (la frase “walk the talk”), lo cual incluso podría ser forzado, creo que en la medida que efectivamente estén alineadas acción – discurso - creencias, entonces mi liderazgo será auténtico y así será percibido, porque lo que yo diga y lo que yo haga simplemente fluirá. Y por consecuencia, las otras personas, de mi equipo y colegas observarán mi compromiso y pasión de forma natural.

People learn by imitation, but also by how we are shaped by the context and by ourselves. Therefore, when we have a leader, we learn how to behave in that specific environment, so it is crucial that a leader teaches by example, which creates greater credibility.

Helping a new manager become a good leader involves providing guidance, support, and fostering a positive environment for growth, it involves: ?? Training and Development ?? Mentorship ?? Clear Expectations ?? Feedback Mechanism ?? Lead by Example ?? Effective Communication ?? Conflict Resolution Skills ?? Empowerment and Delegation ?? Recognition and Appreciation ?? Time Management ?? Adaptability ?? Networking ?? Problem-Solving Skills ?? Celebrate Successes. Leadership development is an ongoing process, and providing continuous support and resources will contribute to the new manager's success.

Building Credibility and trust can't be done till you lead by example All principles and values demonstrated to the team will undergo test in different situations whether to succeed in maintaining them or fail Acknowledging mistakes is important to keep on going trust This will lead to positive culture.

Aquí voy comentar una palabra que he aprendido en mi viaje de Lean Leader: CAMINAR EL GENBA. Es decir, acercarse a donde ocurre el trabajo real, escuchar a las personas, literal arremangarse y ayudar a mejorar el trabajo de los demás desde sus necesidades reales. Haciendo esto, nos permitirá ? entender lo que sucede con el equipo ? tener una perspectiva real de lo que sucede ? escuchar al equipo Y todo esto genera un sin fin de oportunidades para predicar con el, para accionar cuestiones que mejoren la calidad del equipo, del proceso, del proyecto… Al ser íntegro y congruente, el equipo te seguirá, porque sabe que si les pides algo, es porque entiendes sus procesos y si ellos piden algo para mejorar, buscarás apoyarles.

Basado en mi experiencia, en entornos y sectores desafiados por cambios de distinta índole (tecnológicos, demográficos, regulatorios, entre otros) creo que los nuevos líderes deben estar constantemente mirando fuera de sus organizaciones, lo que pasa en el mercado y con sus clientes, usuarios y comunidades. Esto trae como consecuencia aprender nuevas herramientas, conocimientos y des-aprender paradigmas o enfoques que antes sirvieron y que probablemente ya no. Aunque no necesariamente aplicable a gerentes, se me ocurre un ejemplo simple y cercano, actualmente con acceso a chatGPT es posible elaborar textos y/o sintetizarlos, lo cual requiere aprender a hacer buenos prompts para el requerimiento.

Landing your first manager role is exciting! But with the thrill comes the responsibility of leading and developing your team. That's why the first 90 days are crucial. By setting clear goals and expectations, you can build trust with your team, demonstrate your commitment to growth, and pave the way for success. How? Month 1: Integration and Observation Meet your team, Observe the team dynamics, Set initial goals, and Build relationships. Month 2: Action and Collaboration Communicate your vision clearly, Delegate tasks effectively, Provide feedback and coaching, and Tackle low-hanging fruits. Month 3: Reflection and Refinement Evaluate your progress, Refine your leadership approach, Set long-term goals, and Celebrate milestones!

Right mentor and the trust of mentee in him, can do wonders. Having grown up in the Army reading episodes of real life leadership, one only needed a good mentor to steer through. Not one size fits all. It is good to know and learn what style of leadership comes naturally to us. That is where a mentor helps.

Toma acción y muéstralo, que tu liderazgo no se quede solo en palabras sino que lo que prediques se aplique. Recientemente, ingresé a empresa con operación global (>175,000 empleados) y una cultura organizacional distinta con respecto a mi experiencia laboral anterior. Pero mi estilo de liderazgo es el mismo, y las lecciones que he aprendido durante mi carrera profesional, siguen funcionando. Hay que tomar la iniciativa, "sentarse en la primera fila" siempre. Desde el Departamento de Comunicaciones lanzaron un concurso de fotografía para todos los empleados a nivel global. A pesar de ser la más nueva en el equipo, fui la única de la oficina en Colombia que participó y mi publicación ganó un puesto en la revista interna de Dic/23.

Dwell deep in the team. You will learn and lead at the same time. Be open and invite feedback so that you know what works and won't.