You want to become a better leader. How can you build the confidence to take charge?

Grunds?tzlich ist der Gedanke, eine bessere Führungskraft werden zu wollen sehr l?blich. Die Frage ist aber doch, was ist "besser"? Deswegen bin ich der Meinung, dass es notwendig ist, andere Menschen zu befragen und das im besten Fall regelm??ig. Dann kann ich noch immer prüfen, ob ich das Feedback in mein Verhalten als Führungskraft integrieren kann und m?chte. Selbstvertrauen ergibt sich dann aus den Erfolgen.

As a SHRM senior certified HR professional, I have realized that confidence does not equal competence. Know where your competence lies - your strengths will define you as a leader, but so can your growth areas. Being open and vulnerable about what you are working on with your peers, mentors, and employees will enable you to receive actionable feedback that makes you a better leader. Build your competence, and confidence will follow.

As a SHRM senior certified HR professional, I've observed that teams often set goals that are actions rather than outcomes. For example a goal like "deploy 2 team building events this quarter" is action focused. What is the team actually driving to drive as an outcome? A better goal would be "improve employee engagement by 5% this quarter". How you accomplish that goal can vary. You can run team building events or you may choose to run an employee giving day. The "how" can change, while the outcome remains the same. Setting outcomes focused goals can help your team achieve big things while giving them the ability to strategize how they get to success.

This is such an under utilized area of opportunity for leaders. Not enough leaders seek feedback from their teams or create the psychological safety for people to be honest and constructive. A few key tips to do this well: 1) Ask regularly for feedback using curious questions like “What hat could I be doing more of (less of) to set you up for success? 2) Don’t get defensive when it’s given. That can look like anything from explaining to blaming to making excuses. Listen and ask questions to better understand your behaviors and more importantly the impact they are having. Your response either creates or destroys safety. Great leaders want to know how they are doing and how their choices impact their people.

Lideran?a n?o é uma ciência exata. Portanto, entender que nunca teremos sucesso absoluto e respostas certas para todas as perguntas é crucial para obter sucesso na carreira de gest?o. Estabelecer um espa?o de seguran?a psicológica para que as pessoas lideradas compartilhem seus anseios e oportunidades de melhoria na rela??o de gest?o é algo quase mandatório para manter uma lógica de desenvolvimento constante de lideran?a.

Recognize that effective leadership in the 21st century isn't about imposing authority but fostering collaboration. Acknowledge that your team's support and commitment are vital for successful execution. To instill confidence, actively seek feedback from team members to understand their perspectives and concerns. Embrace the notion that as a new manager, your direct reports are valuable experts in their roles. Leverage their insights and expertise to make informed decisions and empower them in the process. By demonstrating openness to feedback and leveraging the expertise of your team, you'll build the confidence needed to lead effectively.

Feedback is equally how we give it and how we receive it. I have often recommended that clients choose 5 books that represent their collective thinking, being and doing send these books to new joiners in their chosen way of reading (book / e-book / audio book). Onboarding starts long before the first day of work. One book I often recommend into teams is - Thanks For The Feedback by Douglas Stone and Sheila Heen. We put so much energy understanding and evaluating how we can give feedback better, perhaps better results may come when we also place attention on how we receive it.

We only grow at the edges of our personal discomfort. Get uncomfortable and then learn to be there in ways that you can access your rich emotional landscape and your logical and reasonable thinking simultaneously.... It's all an opportunity to grow.

I agree that mindset is critical in all of our work but I don’t think leaders have to always be positive. Resilient and balanced seem more important as blind optimism can sometimes come across as inauthentic or out of touch. For example so many companies are laying off or restructuring. Positivity may seem disconnected versus a balance of empathy, solution oriented thinking and modeling resilience. Optimistic that problems have solutions I completely agree!

Anyone can be a leader. Full stop. Leading is about aligning people towards a common vision or objective. What it doesn’t require is a fancy title. And as Simon Sinek memorably stated, “Leadership isn’t about being in charge, [it’s] about taking care of those in your charge.” Get to know the people you work with, what they like and don’t like, what their goals and aspirations are. Look for opportunities to empower them to move closer towards those goals while meeting team or organizational objectives. The more adept you get at doing this, the more you’ll become recognized as an effective leader both by those above you (whose objectives are being met) and by those below you (whose aspirations are being realized).