7 tips for developing teams, managing and being a successful leader

Confidence and solid leadership skills are the building blocks for achieving success and prosperity in one’s career and life. Teams are hands and at the same time face of the leader. The efficiency of teams, their optimal structure, the inner growth and promotions, the atmosphere inside, the feedback from clients, colleges and directors about team and team members - all of these show us the skills of the leader. And here, there is endless opportunity for development.

Let me share with you some guidance in this field:

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1. Never stop practicing “inner leading”, recognizing and developing yourself. Regularly set and fulfill inner tasks, and step-by-step detect your areas of weakness and overcome them. Sometimes, it is useful to think of a weakness like a muscle that can be worked on and made stronger. You can do this yourself, or through the support of a trainer such as a coach, psychologist, language or speech teacher. Sometimes, it is more rational to refuse from something you are not good at (and you don’t feel enthusiastic about it) or somehow outflank or delegate it. At the same time, learn to recognize your strengths and the resources you have available to you. Often, people are not conscious about their strengths, because they are habitual, but remember, there are many areas in which you are unique and the best. Make these your pillars and your guiding principles.

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I recall how I trained my influence and interaction skills when I was a student in college and then again at university. I remember how I received the highest mark from my teacher, who never gave good marks to girls. Or when I approached my accounting teacher and asked for a ‘5’ (top mark) and she gave it to me immediately, without the need for an exam! All these miracles were the result of an ability to take and hold on to others’ attention, gain their trust, and convince them of your value. An additional secret ingredient added to the mix is an innate charisma, and I am lucky to have an infectious energy and passion. These are my pillars of leadership. Be curious and brave to find yours!

Practicing inner leading means finding ways to make every part of your being work in harmony and obey your will. It begins an inner obedience to your inner leader. No procrastination, no indulgence, no delaying, no “ifs, ands or buts”. Just do and achieve. As for me, sometimes I achieve something through regular routine or through several attempts. If I need to do something 10 times, I will do it 10 times. I’m absolutely OK with that. Likewise, if it seems I have no obvious way to reach my target, I will find a way! But sometimes, it works like magic… for example, where others are unable to ring somebody up, I hop straight onto a call without hesitation. Or when they cannot sell a product to a customer for years, I challenge myself to do so in 10 minutes.

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2. Have your own dreams and goals. If you find yourself in a profession you love, surrounded by like-minded professionals, it is easy for you to think not that “I need to do something” but “I want to do something… I can and I will”. It is very important not only to have dreams, wants and goals, but to see them fulfilled. For example, all throughout school and university, I wanted the best marks and I got them. Later, I wanted to be accepted for a job, or to gain an interesting, senior position, make a big sale, or even make my company perform better… and I achieved it all. As you develop your attributes further, you can start to lead others with confidence along their own journey to reach their goals – both emotional and intellectual.?

3. Find your motivation and keep it. It is really useful to know what motivates you personally. Motivation is a driving force… a fuel for all your activities. And it strongly connects with your personal values. That’s why motivation is always something unique and individual. For me, I know that when somebody thinks that something is impossible to achieve in business, I am inspired to succeed where they choose not to. I like challenges, I am fond of being outstanding and finishing first. I always seek to transform something strong into something superb. I strive to be an overachiever and to value and appreciate success when it comes. And I can raise my teams’ achievement levels by creating a culture of winning and aspiring to be on top. I love to complete tasks, and my accomplishments also fulfill me and motivate me to further victories.

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4. Be brave and take responsibility. Overcome all kinds of difficulty and meet the challenges of life with willingness and dignity. Leadership is not something located in a cabinet. It is a style of life, ??????????the measure of a man. Work with your body and manage your health, solve problems in your family, have an active social life, be modern and acquainted with the newest trends in your area and life in general. This will bring you additional skills, extra energy and support, inner satisfaction and the growth of your self-esteem and inner competence. A good leader always sets the best example, and it is important that we do so. A leader is capable, able, responsible and reliable – qualities that speak to both their reputation and their qualifications. I recall how I trained my ability to influence when I was a young adult. In my hometown, Dimitrovgrad, we had very long queues in shops, and people were always mindful and protective of their position in line. So, I set myself a challenge to join at the front, but not elicit any negative reaction from others in doing so. And I succeeded!

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5. Build and support connections with people and learn to communicate. I’m happy to be a natural builder of close and persistent connections that stand the test of time. For example, I still have some ongoing projects with my teachers from university, and most of my career path was paved by my personal connections and recommendations, as well as a natural ability to coordinate teams and resources for maximum effectiveness. At the same time, I know that some people have difficulties with communication, and this is not an obstacle, but simply another challenge for a good leader to overcome. Now more than ever before, it is crucially important to become a master of communication; it is useful to train to talk logically and informatively, expressive and emotionally, in a manner that is both confident and structured. The art of communication also includes the ability to interact, lead a conversation and make an impression. In modern culture, we should strive to be light and bright, easy and mild, flexible and gentle, comfortable and attentive… but at the same mindful of your boundaries and interests, while being direct, confident and even impudent. To be a bright and skillful communicator means developing all of these – sometimes contradictory – qualities. For example, one of my secrets to successful negotiations is that I have no hesitation in asking the awkward questions – but doing so with empathy for the person on the other side of the table.

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I put faith in people’s strengths and their natural desire and ability to grow. My way of interaction with my teams is always to be sensitive, inclusive, respectful, and to offer praise, which in turn leads to a pleasant work environment, the unlocking of potential and flourishing teams… and a take-off in sales and prosperity for the company! As leaders, our words have a powerful impact, so I am always conscious of what I say to others, when I say it, and how. My co-workers call this approach “wise feedback”. For example, I will never say “your plan is bad”. Instead: “I want you to be the best manager you can be, and for that, you will need the perfect plan”.

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6. Create a culture of nourishing and productive interaction, along with a healthy atmosphere in your workplace and within your teams. It is crucial that I create a soft, underlying sense of mutual respect and support in all my teams. I believe that everyone – given the right level of assistance and displaying the right attitude – will begin to show outstanding results and be well on their way to success. Sometimes, people need help along the way; I often discuss with my colleagues their plans, needs and difficulties, and ask them what they need to get to where they want to be. What can I do to assist them? What do they want to happen? My leadership style is built around empowering people. I see no benefit in criticizing or pressurizing anybody – in fact, I see these as harmful to development. Instead, I help bring to the surface their strengths and help them tackle their weaknesses. For example, if they lack systematization, or could benefit from being more confident or open to ideas, I assist them by asking the proper questions to help them take these steps for themselves. I’m always interested in strong and independent employees and teams; often, when somebody asks me to make a call to a VIP, or to resolve an unpleasant conflict on their behalf, I tell them that I can definitely do so, but for their own self-development it would benefit them to take ownership and do it themselves. Likewise, I avoid creating an atmosphere of totalitarity, over-dependence, meticulous micromanagement or any air of pressure among my teams. Also, I stand against a “culture of blame” and all kinds of gossip and “badmouthing” in the workplace.

7. Develop people and teams. I pride myself on being worldly-wise and recognizing and unlocking the potential in others, and by doing so ensuring that team members are in roles that play to their strengths. By identifying what each person naturally does best and empowering them to do so, individuals and teams will (in short time) work qualitatively, willingly and effectively. Helping others to better understand themselves and achieve their true goals leads to victories not only for the individual, but their entire team and the wider company. Another bonus is that when you offer others the best of you, and help them to become professionals in their own right, you form relationships based on attentiveness, loyalty and reliability.

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I’m really happy when I see teams and their individual members reach new heights, and when the systems I help build work in their proper way, even after I move on. That’s why I encourage healthy competition – I’m also open to the idea of someone wanting to take my place one day! (We can always discuss it…) In fact, over the years my teams have consistently shown the highest levels of internal advancement and promotion; as my role has developed and I have gained new territories under my remit, I have handed over my previous responsibilities to people within my team, safe in the knowledge that they are the best candidates for the job.

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