¿Cómo puedes generar confianza con tu equipo como nuevo gerente?

One thing that I strongly believe is that people from any hierarchy level need to practise empathy, build good connections know your people/team ,have periodic spaces for reflection. Have open-ended communication, create safe space and involve team in work transition, decision making so that team feels inclusive.

Chegar como líder em uma nova equipe requer, antes de tudo, humildade, mente aberta e empatia. É o momento de começar a aprender sobre as pessoas e construir boas relações, relações de confiança e parceria. O primeiro passo, é se conectar com as pessoas, ouvi-las com interesse genuíno, sem julgamentos ou críticas, com disposição para aprender sobre elas - quem são, o que gostam, sua trajetória e aspirações, sua expertise, sucessos e dificuldades em sua atividade. Procure compreender a relação de cada uma com seu trabalho, suas fortalezas, pontos de melhoria. Fale de sua trajetória, pergunte quando não souber, crie um ambiente de confiança.

A team isn't just a collection of roles; it's a beautiful tapestry of unique individuals. Before you put on your manager hat, remember to embrace your own humanity and acknowledge the diverse group of people you'll be leading. Each team member comes with their own story, shaped by different backgrounds, cultures, and life experiences. It's this diversity that makes each person special and valuable. As a leader, it's essential to recognize and celebrate these differences. Dive deep into understanding your team members—not just their job functions, but what makes them tick. What drives them? When you prioritize the well-being and expectations of your team members, your success as a leader becomes inevitable.

Here's my perspective/strategies: 1. Transparency: Share information and goals openly. 2. Empathy: Understand team members’ perspectives and needs. 3. Consistency: Maintain integrity and fairness in all actions. 4. Support: Provide guidance and resources for team success. 5. Active Listening: Value team feedback and suggestions. 6. Lead by Example: Model the behavior you expect from others. 7. Recognition: Acknowledge and celebrate team achievements. 8. Accountability: Hold everyone accountable for their commitments. These practices will surely help.

The least we can do is to learn about the team members’ strengths, aspirations, and well-being. Maintain an open-door policy for guidance and support. Organize activities that enhance team cohesion and respect. And build mutual trust by delegating meaningful responsibilities and supporting decision-making. Show empathy to people.

Uma comunicação falha e insuficiente gera grande parte das ineficiências, desentendimentos e desmotivação. Alguns aspectos essenciais que sua comunicação seja uma forte ferramenta de liderança: - Clareza. Você quer dizer uma coisa, o outro entende outra e passa adiante uma terceira. Certifique-se que as pessoas realmente compreenderam a mensagem. - Sentido. Ao passar metas, delegar atividades e estabelecer prazos, não deixa de contextualizar e abordar o "porquê". Como tudo isso está conectado a estratégia, a nossa missão e valores. Como beneficiam as pessoas. Como criam valor. - Feedback de valor. Seja uma correção ou um ponto de atenção, o feedback deve ser percebido como um presente! Deixe clara sua intenção de ajudar a pessoa evoluir.

Pratique a Comunicação Assertiva e Afetiva, se comunicação de forma clara e se colocando como um canal aberto de escuta também. Fomente uma cultura de feedback constante, para que os colaboradores tenham clareza do que você espera deles e que também tenham a oportunidade de comunicar o que esperam da nova liderança. Empatia, respeito, clareza, são imprescindíveis.

Servant leadership. A leader must prioritize the needs of their team prior to their own needs. When you show trust and empower your team, they will have a greater chance to reach their full potential. This will cause them to consistently challenge themselves, take risks and become innovative.

Uma das mais poderosas formas de construir relações de confiança com seu time é praticar aquilo que prega, agir de acordo com seus valores e os valores da empresa. A atitude coerente vale mais do que mil palavras! Crie um ambiente com mais verdade e transparência, onde todos se sintam seguros para discutir problemas e ideias, demonstrar vulnerabilidades, aprender e criar.

Meet each of your staff person where they are. Arrive with the intention that you are a learner coming in with curiosity to understand their experiences, successes and challenges. Solid listening skills followed by thoughtful questions are key in opening up a foundation of trust. With change, it's natural for the brain to be on "survivor" mode wondering if their safe, their job is safe, and their new manager is safe. Once you can establish safety, can you begin building impactful relationships.

As a new manager, there is nothing more important to building a high-performing team than building relationships and trust. It's important to lead with empathy, recognize that reporting to a new manager can be a disruptive change with certain feelings or assumptions attached, and acknowledge/validate those perspectives. Here are a few ways to build relationships as a new manager: -Spend time: Get to know them as a human. Ask what they like to do outside of work, how they work best, why they come to work, etc. -Listen to blockers in their role and partner together to remove them -Be vulnerable and transparent with updates inside and outside of work (within your comfort level) -Set clear expectations/accountability metrics

I believe it’s important to get to know each team member individually, understand their background/experience and their roles. Too many times, new leaders come in looking to prove their own value out of the gate and forgetting that leadership is not about the leader, it’s about the people that they have the privilege to lead!

Para construir confiança com sua equipe como novo gerente, seja autêntico, transparente e competente. Esteja disponível e acessível, valorize o trabalho da equipe e construa relacionamentos pessoais e profissionais. Seja justo, consistente e assuma responsabilidade por seus erros. Empodere a equipe, delegando responsabilidades e mostrando confiança em suas habilidades.

Transitioning to a new manager can be extremely difficult, especially if the manager is an external hire or has no history with the company or team. Consider having a third-party (HR or consultant) facilitate a New Leader Assimilation, especially if the dynamics of the team are strained. This provides direct reports the opportunity to be heard and marks a clear, intentional transition to the new leader. With proper follow-up, this is also an excellent way to establish trust, collaboration, and respect.