How do you balance your own growth with your team's?

In my role as a leader, I've learned that nurturing personal growth and fostering team development go hand in hand. Let me share a real-life example of how I strike this delicate balance: A while back, our team faced a complex project with tight deadlines. I knew that my personal growth and skills had to align with the team's needs to ensure success. So, I took the initiative to upskill, attending training sessions and seeking mentorship. This not only boosted my confidence but also allowed me to guide and support my team effectively. At the same time, I recognised the importance of empowering my team members to grow individually. We initiated knowledge-sharing sessions, where team members could teach each other new skills.

When you are a leader, you must keep working at your core and developing the necessary skills where you find gaps. But at the same time, you need to develop the necessary skills for your teammates. People who work with you get inspired by the work you do on a daily basis. Having weekly/bi-weekly sessions with your teammates is a great way to share your knowledge and let other people be open to sharing their knowledge. This open-ended session will help people to open up their learnings and share with each other. This process will help in learning and strengthen the teammates' bond.

As a leader, i understood and stand by strongly with the understanding that LEADERSHIP IS ABOUT MAKING YOUR TEAM BETTER TODAY THEN YESTERDAY , their progress is your progress. This mindset and the efforts requires resilience at its best -in managing human emotions, their aspirations and their expectations effectively. This can only happen if the leader is a big picture individual, who is keen on building teams with a vision that is not in normal interpretation of leadership.

En mi opinión un buen líder es un creador de líderes. El liderazgo es una forma de ser y de estar en el mundo en el que uno se hace cargo de si mismo y se autogestiona. Por ende, toda persona que se posiciona en una actitud protagonista se hace cargo; pide; cuestiona, negocia; ofrece. La matriz SWOT nos permite conocer cuáles son las áreas de mejora y de fortaleza en lo que hace a lo técnico (los conocimientos) en lo que hace al desempe?o operativo del área correspondiente (habilidades) y especialmente y lo más desafiante: las actitudes. Cómo se mueve dentro de la organización; cómo impacta en sus pares; en sus líderes directos y cuánta posibilidad tiene de reconocerse como un agente de cambio.

Balancing personal growth with the growth of my team is a cornerstone of my approach as a Senior Human Resources Manager. Here's how I follow to ensure this equilibrium while encouraging a successful work environment: ? Self-awareness and Reflection. First and foremost, I prioritize self-awareness and continuous self-reflection. Regularly assessing my strengths, weaknesses, and areas for improvement helps me set a positive example for my team. By openly acknowledging that growth is a collective journey, I encourage open dialogue about personal development aspirations and challenges. This step establishes a foundation of trust and authenticity within the team.

? Collaborative Goal Setting. The second step involves collaborative goal setting. I engage with each team member individually to understand their professional aspirations and growth objectives. By aligning their goals with the organization's strategic direction, I ensure that both personal and team growth are interconnected. This approach encourages a sense of ownership and accountability among team members, fostering a shared commitment to the organization's success.

Creo que la vorágine en la que viven los líderes empresariales hoy hace que muchas veces las expectativas que ellos tienen en relación a sus equipos se tornen más difusas. Uno de los errores más frecuentes es el de dar por sentado que los demás tienen la visión y la dirección. Considero importante dotar a los líderes de herramientas para que estas conversaciones de feed-forward sean fluidas y claras. Que las personas, a pesar de la incertidumbre propia del momento actual en el que el entorno es altamente complejo y cambiante, aún así tengan claridad de qué se espera de ellos. Estándares de satisfacción y brechas de mejora. Esta información puede nutrir los espacios de check individual y resultan importantes como motivación para el equipo.

Delegation is key to success. Right person for the Right Job: Enlist team members with superior knowledge and skills. Mentorship and Training: Invest your time in mentoring and training to empower your team. Trust in Team Capabilities: Build an environment of trust, allowing your team members to shine. Lead by Example: Lead from the front, setting a precedent through your actions. In summary, be always available to provide guidance and support as and when required. Leaders, fundamentally, are mentors who possess the capacity to delegate authority and entrust their team with responsibilities. In short, a true leader knows the way, goes the way, and shows the way.

? Continuous Learning and Skill Development. Promoting continuous learning is a key step. I invest time in my own professional development and share my experiences with the team. At the same time, I facilitate opportunities for skill enhancement and learning within the team. Whether it's organizing workshops, providing access to online courses, or encouraging cross-functional collaborations, this step empowers team members to evolve and contribute effectively.

La delegación es la base del liderazgo. Sin delegación no estas verdaderamente coordinando un equipo sino que llevas adelante un proyecto dentro de la organización. De manera que la correcta delegación junto con el control de la calidad de lo ejecutado es la piedra fundante del liderazgo. Pero, también es cierto que las personas hoy cada día más desean y necesitan sentirse due?as de la ejecución. La Agilidad plantea por ejemplo, que los equipos son quienes pueden mejor decidir el modo en el que ejecutan. Yo creo que primero es necesario obtener una madurez en la tarea para luego poder innovar. Pero los líderes deben aprender cómo empoderar y acompa?ara esta etapa de desarrollo de criterios y de capitalización de los errores.

?????????? ???????? ????????: Delegate tasks to team members based on their strengths and expertise, showing trust in their abilities and giving them opportunities to grow and take on more responsibility. ?????????????? ??????????????????: Ensure team members have the necessary resources, training, and support to succeed in their delegated tasks, empowering them to perform at their best. ?????????????????? ????????????????-????????????: Allow team members to make decisions and take ownership of their projects, fostering a sense of empowerment and boosting their confidence and development.

? Delegation and Empowerment. As I focus on my own growth, I delegate tasks and responsibilities to capable team members. This not only frees up my time for strategic initiatives but also encourages a sense of autonomy and leadership development within the team. By entrusting them with meaningful projects, I demonstrate confidence in their abilities and create a platform for their professional advancement.

I once had the opportunity to work on a cross-functional project that required collaboration with various departments. I made it a point to identify key individuals who had expertise in areas I was less familiar with. By scheduling regular check-ins and informal coffee chats, I was able to gain valuable insights and feedback on my approach. To ensure that the knowledge I gained was beneficial to my team, I organized knowledge-sharing sessions where I presented key takeaways and best practices.

I always decide to pursue an advanced certification in various topics to enhance my skills. I researche various programs and chose one that offered both flexibility and comprehensive content. To manage my time effectively, I set aside specific hours each week dedicated to studying and completing coursework. I also allocated a portion of my professional development budget to cover the costs of the certification program.

In conclusion, achieving a harmonious balance between personal growth and team growth is a dynamic process that requires deliberate effort and adaptability. By supporting self-awareness, setting shared goals, promoting continuous learning, and empowering team members, I ensure that my own growth aligns with the collective growth of the team. This approach not only enriches our work environment but also establishes a culture of mutual support and achievement. Alfonso Argüelles Sr HR Manager.

El crecimiento y mejora de un equipo inicia con el líder Si el líder no se ocupa en crecer, desarrollar nuevas habilidades y mejorar las que ya tiene, entonces esto afectará negativamente al equipo. El crecimiento de un equipo inicia por el líder porque el equipo solo es un reflejo de la gestión del líder. Por lo tanto, si el líder no crece, no se ocupa de desarrollar su propio liderazgo, de buscar nuevas herramientas para mejorar. Todo esto repercutirá en su equipo, al tener un líder que está estancado y en lugar de innovar quedará rezagado ante los retos que la vida le presenta. La primera persona en crecer en un equipo debe ser el líder

???????????????????? ????????????????: Allocate time for your own professional development through courses, workshops, reading, and attending conferences, ensuring you stay updated with industry trends and skills. ????????????????????: Build and maintain a network of peers, mentors, and industry leaders who can provide guidance, support, and opportunities for growth. ????????-????????: Prioritise your well-being by maintaining a healthy work-life balance, managing stress, and taking time to recharge, enabling you to lead effectively and sustainably.

Align your personal growth goals with the strategic priorities of the team and organization. Ensure that your development efforts contribute directly to the overall success and objectives of the team. Delegate tasks and responsibilities to team members based on their strengths and developmental needs. Empower them to take on challenges that align with their growth areas, fostering a sense of ownership and skill development. Instill a culture of continuous learning within the team. Share your commitment to personal growth openly and encourage team members to pursue their own development opportunities

As an executive leadership coach, I emphasize 'synchronized growth' to harmonize personal and team development. This involves setting collective goals that align with individual aspirations, creating a dynamic where learning and leadership enhance each other. Encouraging shared experiences and diverse perspectives fosters an environment of mutual growth, where the success of one becomes the catalyst for the advancement of all, establishing a culture of continuous improvement and collaborative achievement.

Here's the inside scoop: Goal setting is more than just a checklist—it's a collaborative journey that brings your team together. ?? Goal setting isn't just about targets and timelines. It's the ultimate team-building exercise in disguise. your team collectively shapes the goals, you're: — drawing your team closer — amplifying ownership — igniting motivation — building trust If done right, goal setting can be the secret sauce that unites your team

A couple of areas not included in the article are: ???????? ??????????????????: Lead by example by demonstrating a commitment to learning and growth, inspiring your team members to pursue their own development. ?????????????? ??????????-??????: Schedule regular check-ins with team members to discuss their progress and development needs, providing support and adjusting strategies to balance team and personal growth.