What are common mistakes that new team leaders make and how can you avoid them?

The biggest mistake any new leader can make is doing too much or too little and going the extremes- either being too nice to be liked by the team or being too rigid and controlling to establish authority and dominance. Leadership changes according to situation and culture. It takes a bit of time to get into the groove. Take the time and effort to get to know your team and how they work and adjust accordingly. It's a tango that takes two. Always be objective, be so kind that you demand accountability, and never be condescending. With that, you can never go wrong.

Clear communication is very important in becoming a leader. This needs to done ? verbally and in writing ??. This is important for a few reasons. First it allows for your team to review what has been presented then ask questions. Also your team may respond and learn at different rates so give them a chance to digest the information and you being their leader.

Transitioning into a leadership role can be exciting and challenging. While many new team leaders possess the skills and potential to succeed, they often fall prey to common mistakes that can hinder their effectiveness and team performance. ???? Mistake: Failing to articulate a clear vision and set specific, measurable, achievable, relevant, and time-bound (SMART) goals for the team. ???? Avoidance: Develop a shared vision with your team that inspires and motivates them. Communicate your goals and expectations, ensuring everyone understands their roles and responsibilities.

- Focusing on criticism instead of praise is a common mistake. What NOT to do is not replicable. -Praise assures team members you're paying attention AND eager to serve as their advocate. -Front loading praise where appropriate also makes individuals more receptive to criticism.

Key to leadership, at every level, is an understanding that leaders are here to serve the organization, and to inspire and empower team members to achieve at high levels, to maximize organizational performance. We don't tell, we lead by example, and have the ability to share the organizations vision for the future in a way that gains buy-in across the organization. And another mention of SMART goals. In my view that's like breathing. I you aren't specific, measurable, achievable, realistic, and time bound, you don't really have a goal! Napolean Hill summed it this way, "“A goal is a dream with a deadline.” Should other goals be called DUMB? Maybe so!

A common pitfall for new leaders is either micromanaging their team or, conversely, neglecting them. Micromanagement can stifle creativity and independence, while neglect can lead to a lack of guidance and support. Strive for a balance by giving your team autonomy while being available for support and guidance. Establish regular check-ins and encourage open communication to understand their needs and challenges.

As a new leader, micromanagement to drive desired results is a common mistake. Early stage leaders think that by better controlling their team it will drive better results. The opposite is actually true. The unintended consequence is a lack of ownership and accountability. It can also stifle learning and creativity. Conversely, not providing any or enough support to your team is equally problematic and has the same outcome. New leaders need to find the right balance between over-managing and not managing at all. Leading by example is key.

New leaders usually fall in the trap of micromanagement. The fact that you’re now responsible for your team’s actions and mostly mistakes is makes you anxious that you wanna monitor each and every movement of your team. You’re not directing them, you’re rather giving orders on what to do and how to do things. That thin line between directing your team and micromanaging them should be clear enough for new leaders and they have to always be developing themselves on that part.

A practice I learned from the US Navy was having a morning brief. This gives you the chance to meet with your team. Have each member say to the group what their goals for the day are and how they are going to execute them. This is also a good opportunity to realign your team's mission or focus. It also builds community among them. This keeps you informed while not micromanaging.

In my experience new leaders who’ve been successful took time to understand the company and culture before making any significant changes. Coming into a leadership role like a bull in a china shop, hastily changing workflows, not understanding the cultural nuances, P&L and drivers of the business often leads to lack of trust and confidence from others in the company. Not to mention prematurely making uninformed ham-handed changes that require time and $$$ to reverse. Take time to listen and understand before making changes will create advocates and partners instrumental to helping advance your eventual initiatives. Find out the “why” get to know people on a human level, put your ego to the side and you will be rewarded.

Some new team leaders start by trying to show how smart they are. In building trust, that's only half of the equation. To me, trust is built through a combination of competence and concern. Suppose my leader is highly competent but does not care about me. In that case, I respect their intelligence, but I do not trust them because I know they only care about themself. I'm trying to get on a different team if they're incompetent and don't care about me. If they are incredibly caring but not very competent, I like them but do not trust them as my leader. So what we're looking for is a leader with high competence and high concern. In other words, "I'm good at what I do, and I do it because I care about you." That is a leader I can trust.

Trust and rapport are crucial for a successful team, but new leaders often overlook these aspects. Building trust takes time and involves being consistent, transparent, and empathetic. Show genuine interest in your team members' professional growth and personal well-being. Encourage an environment where mistakes are seen as learning opportunities, and open communication is valued.

Responding to inquiries is a fundamental responsibility for individuals, essential not only for survival but also for the cultivation of our sense of identity. However, embracing uncertainty and refraining from undue attachment to the outcomes of our decisions necessitate qualities such as humility, presence, and a conducive environment of trust. It is imperative to recognize that personal development is an ongoing, iterative process rather than a fixed endpoint and trust is the start point for collective endeavors.

Building a relationship with your team is more important than building relationships with your customers, because if your employees are motivated, they will handle your customers. Spend time knowing their issues and problems even at a personal level. Don't always talk business, spend some leisure time chit-chatting.

J'ai notamment constaté que les nouveaux managers ne vont pas réellement en profondeur pour conna?tre les qualité et les compétences individuelles des membres de leurs équipes. Peut-être de peur d'être frustré de constater qu'il y en a plus qualifiés qu'eux pour leur poste? Peut-être très occupé à attraper le taureau par les cornes? Pourtant le savoir est un levier puissant pour savoir déléguer les taches en fonction des compétences et des objectifs de carrière de chacun. Ne dit-on d'ailleurs pas qu'il faut traiter les gens comme ils aimeraient être traités et non plus comme vous aimeriez être traité ! Seul un effort permanent de conna?tre le mieux nos ressources peut nous permettre de construire une relation de confiance durable.

This is a crucial one. Self-development isn't just crucial for new managers; it's the compass guiding our journey toward success. Embracing and exhibiting continuous learning as a leader sets the tone for a thriving team culture. As leaders, our growth directly influences our team's progress. It is very important to actively pursue new skills, seek feedback, and set clear goals. Why? You not only enhance your performance but also inspire team members to follow suit. Creating a learning environment where mistakes are seen as opportunities and innovation is championed, fosters a culture of trust, curiosity and improvement. Through learning, you propel your team forward and foster an environment committed to excellence and advancement.

Continuous learning is vital for both leaders and their teams. New leaders might neglect their own development or that of their team members. Commit to ongoing learning by seeking feedback, embracing new challenges, and staying updated with industry trends. Similarly, provide opportunities for your team to grow through training, mentorship, and varied assignments.

Instill a growth mindset within the team. Emphasize the value of embracing challenges and learning from failures. Encourage a proactive approach to personal and professional development.

Another oversight by new team leaders is neglecting their own development and that of their team. Continuous learning and skill enhancement are pivotal for both leader and team members. This involves actively seeking feedback, setting personal and professional goals, embracing new challenges and responsibilities, and investing in training and coaching. Additionally, it's important to foster a learning culture within the team. In such an environment, mistakes are viewed as growth opportunities, best practices are shared and adopted, and innovation and creativity are not just encouraged but rewarded. This approach not only improves individual and team performance but also drives collective growth and success.

To talk the talk, you have to walk the walk. This is attributed to many, but in general “actions speak louder than words”. Some say that motivation doesn't last! Zig Ziglar said neither does bathing that's why we recommend it daily! The best leaders continue to develop themselves!

New leaders might not realize the value of their professional network and available resources. Your network can provide valuable insights, advice, and support. Reach out to mentors and peers for guidance, and don't hesitate to leverage organizational resources to help your team succeed. Encourage your team to also build and utilize their networks.

It's crucial for a leader to cultivate a robust network of contacts both inside and outside the organization, who can provide support, guidance, and collaboration opportunities. Equally important is ensuring access to necessary resources and information for the team to achieve its goals. Leveraging these networks and resources involves building and maintaining relationships with key stakeholders, actively seeking and offering help and advice, and effectively utilizing available tools and platforms for communication, coordination, and execution of tasks. This approach not only enhances the team's capabilities but also fosters a more connected and resourceful working environment.

Expand your network beyond professional relationships. Encourage cross-functional collaboration within the team and foster a culture of shared resources and knowledge.

New leaders often overlook the power of networking and resource utilization. Building a robust network of contacts and allies both inside and outside the organization is key for support and collaboration. Leaders must ensure they and their team have access to necessary resources and information. This involves maintaining key relationships, actively seeking and offering assistance, and effectively using tools and platforms for communication and coordination to achieve team goals.

Aprovechar la red y los recursos disponibles es crucial para un liderazgo eficaz. Construir y mantener relaciones con partes interesadas clave dentro y fuera de la organización proporciona un valioso soporte y asesoramiento. Buscar y ofrecer ayuda y consejo fortalece estas conexiones y fomenta una cultura de colaboración. Utilizar herramientas y plataformas efectivas para comunicación, coordinación y ejecución del trabajo optimiza los procesos y mejora la productividad. Mantenerse informado y accesible a recursos relevantes permite a ti y a tu equipo alcanzar objetivos de manera eficiente y efectiva.

Recognizing achievements and learning from setbacks is crucial in leadership. New leaders sometimes focus only on goals, overlooking the importance of celebrating small wins and reflecting on failures. Acknowledge and celebrate team achievements, no matter how small, to boost morale and motivation. Similarly, view failures as learning opportunities and encourage a culture where such experiences are openly discussed and lessons are shared.

You must celebrate success, and if you don't learn from failure, you aren't paying attention. Our best lessons come from times we aren't successful. The evidence we paid attention is change in our behavior!

???? Mistake: Failing to recognize and celebrate team achievements, leading to decreased motivation and engagement. Additionally, neglecting to analyze failures and learn from mistakes can hinder future improvement. ???? Avoidance: Regularly acknowledge and reward your team's individual and collective accomplishments. Encourage open communication about challenges and mistakes, and use them as opportunities for learning and growth.

Celebrate the success, even though it's small, make it big... Don't forget to appreciate and celebrate every bit of your journey.

Integrate celebrations into the team culture. Encourage peer-to-peer recognition and establish a routine for constructive feedback sessions, highlighting both successes and areas for improvement.

Using one single Leadership Style with all his / her team members… This will negatively impact the team’s overall performance. Although it might succeed with one but it might fail with the other… Navigating between different Leadership styles to maximize the team’s effectiveness and performance is one of the most important aspects that new leaders need to consider…

It’s quite easy to “come in hot” thinking you know best, can waive a wand and make it better. Whats worse yet is coming in and giving directive without knowing the root cause of the issue. Use the opportunity to get to know your team - build trust by asking for feedback and what changes they prioritize. Identify bottlenecks, barriers and ask them to help you prioritize the issues. Working as a “team” to resolve the issue will allow you to become partners in seeking solutions. What’s often missed is the next step. Where do you go from here? Now that you’ve gained the trust of your team with a clear set of marching orders that will improve productivity, job satisfaction and improve your bottom line - it’s time to get to work!

Whilst I agree with all of the above points to an extent, the most important common mistake new team leaders make is believing the hype. Too often individuals in new positions of authority let it go to their heads. This is big mistake. Remember your role is to support the team, to allow them to thrive and produce the best possible work. They need to be heard, engaged, praised and elevated. Do not for a second think you are more important than those you have been asked to lead.

Team Leader should treat every member of the team as a new page of a book than look at them through what they have heard. You and your team are about to write new story and new chapter and that chapter will not be based on experience of others but your own, and in the process you will set own rules of engagement for the success of the project at hand

???? Seek feedback: Regularly ask your team for feedback on your leadership style and identify areas for improvement. ???? Be adaptable and flexible: Be open to changing your approach based on feedback and changing circumstances. ???? Develop your leadership skills: Continuously seek opportunities to learn and develop your leadership skills through training, workshops, and mentorship. ???? Maintain a positive attitude: Set a positive example for your team by demonstrating optimism, enthusiasm, and resilience.