Was tun Sie, wenn Ihre Glaubwürdigkeit als neuer Führer in Frage gestellt wird?

Ignore it. Act like a leader regardless of the people questioning you. To engage just credits the questioning and takes you down a rabbit hole that you’re not going to be able to come back from. If you’re a new leader, people might be judging you based on factors like age, having come from a different industry, etc. Whatever that thing is, you just have to move forward and work in excellence. Focusing on whatever external perceptions exist is going to compromise that. You have to be authentic to yourself. If I focus on them, I’m going to try and do crazy things—like be taller—that's never going to work. Instead, I’m going to accept who I am and be the kind of leader I am, and maybe it'll inspire someone else to be that kind of leader, too.

When your credibility as a leader is in question, it can be a difficult situation to navigate. Remember that everyone makes mistakes, prioritize openness, honesty, and humility. Address concerns head-on, acknowledging any misunderstandings or errors. You can build trust by communicating openly about decisions, actions, and intentions. It's okay to admit your limitations and seek input from others; in fact, it demonstrates humility and a willingness to learn. Ultimately, credibility is rooted in authenticity and integrity. By embodying these qualities, leaders can regain trust, foster respect, and inspire confidence in their ability to lead with compassion and effectiveness.

If your credibility as a new leader is questioned, it's important to address concerns transparently and proactively. Communicate openly with your team, acknowledging any doubts or uncertainties and outlining your commitment to earning their trust. Get to know them one on one for relationship building. Demonstrate competence and integrity through consistent actions, deliver on your promises, and be consistent by upholding ethical standards. Seek feedback from your team and be receptive to constructive criticism, using it as an opportunity for growth and improvement. Building credibility takes time, so focus on building those strong relationships, delivering results, and leading with authenticity to earn the trust and respect of your team.

If your credibility as a new leader is being questioned, it's essential to take proactive steps to address the situation and rebuild trust with your team. Here's what you can do: Listen and Understand: Take the time to listen to the concerns and feedback of your team members. Understand the reasons behind their doubts and skepticism about your credibility. Demonstrating empathy and a willingness to listen can go a long way towards building trust.

As a recent promotion to a leader position, of course my credibility as a new leader is being questioned. I did actively listen to concerns and feedback from team members. Took the time to understand their perspectives and address any doubts or uncertainties they may have. By demonstrating openness and receptiveness, I start build trust, clarify misunderstandings, and ultimately strengthen my credibility as a leader.

When facing credibility challenges, nothing is more important than communicating openly. Your decisions affect the entire organization, so, it is crucial to articulate your plans and the moves behind the decision you are undertaking; specially to your team and management. Address any concerns or doubts directly and ensure that everyone is on the same page.

Show your skills. People do not blindly follow rank. They follow and listen to those who have earned respect and show their skills. Make informed decisions, solve problems and show compassion and respect to those around you.

Credibility comes from doing what you said you'd do, when you said you'd do it, and with high quality. If you're a new leader building credibility, plan for some small wins along the way to the big goal. The small wins will start the credibility fly-wheel. This isn't hosting a pizza party. The small wins needs to be sustainable changes that you're able to see that the previous leader didn't see or didn't value. It could be ending some meetings that would be better as e-mails. It could be stopping some monthly reports that no one really looks at or takes action against. It could be making that decision that has been long-awaited.

Mostre empatia, respeito, consideração e preocupação genuína com as pessoas e a equipe. Inicialmente passe a maior parte do seu tempo ao lado das pessoas, procurando intensificar seu relacionamento, sua comunicação e compreender as dificuldades, problemas e oportunidades de melhoria. Faça algumas dinâmicas de grupo para quebrar o gelo, e permitir que você e os membros da equipe possam se conhecer melhor. Identifique problemas ou insatisfações da equipe que você possa resolver rapidamente e atue sobre eles. Isso demonstra não apenas em palavras, mas com ações e resultados que você de fato está preocupado com a equipe.

In my experience, staff like to see new leaders "on the floor", not only demonstrating their own competence but also learning about the roles and responsibilities of their team. To gain credibility, leaders need to be present to "show" what they know - through their actions and discussions - rather than simply speak of their competence. "Trust me, I am an expert" won't work. Staff want leaders to show them that this is the case through active engagement with their teams.

I love this point and I always seek to build strong relationships before I start "leading". I recently started a new role managing a tenured team of marketing professionals. Before I started looking at ways to lead and innovate, I first sought to form genuine connections with them. I found out what they enjoyed and focused on engaging them that way. This has created a very smooth transition for me, and we are becoming a truly high-performing team.

Leadership can thrive once trust is built. By building relationships and showing compassion and empathy repeatedly over time to your team, you build credibility through your integrity and behaviour.

In my experience, a leader is the one who listens to the feedback and are able to reflect on it to improve themselves. In times when your credibility is in question, take a moment to reflect on yourself and look for the areas you might need to improve. You can consult with your team members and ask for their feedback which shows them that you are willing to make certain changes and is willing to adjust your approach.

When I started an an org leader of ~75 people, the team morale was quite low. The team already had a volunteer group responsible for making improvement recommendations to leadership. In my first meeting with this group, one volunteer asked me if a really cared about the team dynamics and if I wanted to see it improve. It was clear that this person - and maybe the whole team - had not seen enough from prior leaders around building a strong culture. It was going to be very important for me to build credibility with this group - and the whole org. I told the group that this (building a healthy org culture) was one of my top goals. I went on to show that through the principles that I employed each day. It became my proudest accomplishment.

“A proven leader there can't be an approved leader here” is absolutely true when it comes to the acceptability of a leader in different situations & time zones. Leadership is a choice, not a given title. People demonstrate leadership regardless of titles, making it a choice rather than a compulsion. When there's a vacuum & someone gets the opportunity, it's not easy to gain the trust & confidence of those around them. People observe closely, both personality & ability to handle situations. It takes time & while balancing all factors, one must remain extraordinarily patient; there's no alternative until time proves that leadership is impactful both in quality & quantity. It's akin to a lion's hunt, one must plan, work and wait in patience.