Voici comment vous pouvez guider les membres de l’équipe pour améliorer leurs compétences en leadership.

Encourage them to seek out mentors who can offer guidance and support. Promote continuous learning by recommending leadership development programs and resources. Provide constructive feedback regularly, focusing on their strengths and areas for improvement. Finally, create an environment where they feel empowered to make decisions and take ownership of their work, demonstrating that leadership is about both influence and accountability.

Promote continuous learning and self-reflection to help them understand their strengths and areas for growth. Also, support them in learning from challenges and celebrating their successes.

To guide team members in enhancing their leadership skills: 1. Provide Opportunities: Assign leadership roles in projects to practice decision-making and team management. 2. Offer Mentorship: Share your experiences and provide constructive feedback. 3. Encourage Self-Development: Recommend leadership courses or workshops. 4. Foster Open Communication: Create a safe space for them to express ideas and take initiative. 5. Set Clear Expectations: Define leadership goals and provide support to achieve them. From my experience, nurturing leadership potential involves patience and encouragement. Invest in their growth, and you’ll see them flourish as confident leaders!

Being aware of your Brain Style, what specific actions would lead you to take to smooth out any rough edges and enhance your talents? How trained are my social emotional skills? Once you have a solid understanding of yourself and your audience, answer 3 essential questions: What do I want my audience to feel when listening to me? What would I like you to think, or what stimuli for reflection or insight do I want to leave to those who follow me? What would I like people to do next? What would I like to activate in them?

Nope. Not everyone wants to be in the position of being a leader. They enjoy being a member of a team or even a solo contributor. So, rule one: Ask, and if the answer is yes, be candid about the expectations of taking on a leadership role. Rule two: Ask where they feel confident and where they feel they might need a mentor or some type of support (perhaps an executive coach.) Rule three: Start with the lower risk projects. It takes time for any executive to develop their own effective leadership style, give them that time, this way.

I am Mentor to a knowledge group; CG3-Connecting Governed Governing and Governance is a confluence of Former Supreme Court and High Court judges, Law professors, Research scholars, UG law scholars, PG Law students. We planned to conduct a legal workshop on Local Self Government Laws including 73rd and 74th Amendments to the Constitution of India. The target group was the elected members of the Three-tier Panchayaths. It was planned for all the 14 districts of Kerala; on virtual mode; an ambitious programme. CG3 did the task started on Oct. 02 2021 and finished on Jan. 26th 2022. Being the Mentor I interacted with all ; we worked coherently; and all aspects were meticulously planned and executed.Team work always pays-Mentoring is a mission

Compreender o propósito da organização e dos seus colaboradores é o primeiro passo para promover um alinhamento de metas pessoais e organizacionais. Promova a reflexão pessoal, em que cada colaborador possa estabeleçer as suas metas pessoais em várias áreas da sua vida, e como essas metas podem se adequar às necessidadedes da empresa. O alinhamento de valores, culturas e metas é fundamental para o crescimento sustentável da organização e do colaborador.

As Chairman of the Career Development Centre at BIT Sindri, I advocate for integrating SMART goal setting into leadership development. By collaboratively setting specific, measurable, achievable, relevant, and time-bound goals, we empower team members to stretch beyond their comfort zones while aligning with both personal growth and organizational objectives. This process not only enhances their planning and decision-making skills but also instills a strong sense of accountability. Through this strategic approach, individuals gain practical experience in leading initiatives and driving progress, which is fundamental for cultivating effective leaders.

A type of resource I always point clients to is their inner resources: their core strengths, as well as awareness of some gaps they might have, their values. When working on how a leader communicates with their team, for example, such resources can be more valuable than any speaking technique. Technique without substance conveys power, authority, competence, but doesn't convince all the way. To get buy-in, we need to put some of our own skin in the game. Competence as well as heart.

I've created a resource library on our intranet with lots of tools and templates for people to use. If nothing else, they are a jumping off point so teams don't have to start from scratch when they need a document template, a tracker, or a plan. I also encourage others to provide their templates so they can be added to the 'library'. In addition to this library, I have also added a training library made up of individual trainings as well as websites with training resources for team members to use and reference. A few years ago I started a weekly DID YOU KNOW email to send out internally with tips and reminders on industry topics. This was so popular that I turned it into a LinkedIn group in addition to the internal email.

As Chairman of the Career Development Centre at BIT Sindri, I emphasize the importance of equipping emerging leaders with a diverse set of tools and resources. Providing access to training programs, books, workshops, and online courses not only fosters skill development but also demonstrates a commitment to their growth. Encouraging participation in mentorship programs and professional networks further enriches their learning experience. By investing in these resources, we empower team members to build a robust leadership toolkit, enhancing their ability to navigate complex scenarios and contribute effectively to organizational success.

Its a famous saying but true, give a man a fish, and you feed him for a day; teach a man to fish, and you feed him for a lifetime. By empowering your team to take ownership of their work and decisions, you not only build their confidence but also develop a strong, self-reliant, and innovative team. They will fail, you back them up. If they succeed, give them the credit and boost their confidence. You should create a supportive environment where mistakes are seen as learning opportunities and celebrate their successes, no matter how small.

-Be a role model to your team members. When they see the leadership qualities in you, they are most likely to adopt it. -Also, give constructive feedback that would encourage them to improve.

O microgerenciamento é um dos fatores que mais desmotivam os líderes corporativos. Promover autonomia significa confiança por parte do lider e a sua intenção em oferecer um ambiente que estimula o autodesenvolvimento e o trabalho em equipe, sem aquelas amarras desnecessárias típicas de modelos antigos e retrógrados de gestão e liderança.

#delegation is powerful - both from leader's perspective as it allows them non-transactional strategic #bandwidth to plan, optimise & spend time in people development; and from the #new leader's perspective as it gives them opportunity to learn one of the most #powerful skill in the leadership arsenal #delegation... it takes a while to build the #temperament to #trust others, not be micro-managing and shifting gears from a #doer to delegation..

It is extremely important to drive your team to foster collaboration. I have experienced that some of the key factors that you must concentrate as a mentor for your team is to have a clear alignment towards the goal and create an environment of open communication. As a mentor it is evident for you to bring diversity in the team and have the team members appreciate each other's perspective and collaborate. Another important thing that you must concentrate to push the team to break the silos and do cross functional collaboration.

Sometimes getting team members to work together - or even speak up during a meeting - can be a challenge, especially in today's virtual work environment. Collaboration is all about working together and learning from one another. Although you may think you do fine by yourself and can get things done faster or even better without involving others, you're really missing out on the opportunity to benefit from someone else's knowledge. It can be a bit of a humbling experience to realize that you may not know the best way to do something or know everything about a topic you think you're well versed in, but if you open yourself up to new possibilities, you may just find out something really helpful that can be a game changer.

Certain characters and charismas show better leadership potential, yet they alone cannot create a great leader! To sharpen your team members' leadership skills, you need to empower them to: • Learn from self - ask them to put themselves in the shoes of their team members and assess what type of leaders they need to be • Learn from others - ask them to look deeper into what makes their role models great leaders • Listen carefully to their team and needs • Consult the leaders - sit with leaders they look up to, learn from, and get mentored by • Consult resources and means on how to become better leaders • Continuously reflect and seek to become a better version of themselves • Know that it is all a learning process! ✨ Hope this helps!

Regular reflection is a powerful tool for personal and professional growth. It is through reflection on our experiences, both challenging and wins, that we cultivate resilience and sharpen our leadership capabilities. You should urge them to set aside dedicated time weekly or fortnightly to evaluate their actions, decisions, and their impact on the team and the organization. Ask them to consider questions like, "What did I do well?" and "What could I improve?"

Yes - yes --- reflect in-on-for-from-because of the working arrangement and relationship. Document your ideas - share your insights to ensure clarity from consistency__ And so, specific to mentoring arrangement and relationships --- do the same! _Ah, the wonder and wanderment of mentoring journals//logbooks!

O líder precisa, constantemente, olhar para o futuro, porém sem perder a visão do presente: o que está acontecendo hoje na sua liderança, no seu negócio e nas suas relações. É preciso parar e ouvir o seu íntimo pelo menos uma vez por dia, para compreender os movimentos e aperfeiçoar a sua ação, com foco em melhoria, crescimento e desenvolvimento das pessoas sob sua responsabilidade.