O que você faz se for um líder de nível básico em transição de membro de equipe para líder de equipe?

This is such a forgotten topic when it comes to leadership, and one that really ought to be spoken about more. At its core, a promotion to leadership will change the relationship you have with your teammates. It's on you to establish clear communication, appropriate boundaries, and positive precedents from day 1. Being a leader doesn't mean you have to stop being friends, but it does mean that you owe it to yourself and others to increase your accountability for your organization.

First embrace there will be a shift. Secondly start with serving and helping. Your role as a leader is to rally everyone on the team behind a single idea that together you can produce tremendous outcomes.

Transition is a turbulent and challenging process, and you should acknowledge it. You should be aware of all the changes that await you as you step into a leadership role and embrace them with a proactive mindset. Understanding that transition can bring uncertainty, resistance, and even discomfort is key to navigating it successfully. It's important to be prepared for shifts in responsibilities, expectations, and dynamics within your team or organization.

Seek mentorship, learn leadership principles, communicate openly, prioritize team development, and adapt to new responsibilities with humility and confidence.

Meet my client, Anna, a new team leader striving to build trust. Anna knew that earning trust was more than just a requirement—it was the key to her team's success. She began by embodying integrity and reliability, consistently showing up for her team. Anna empowered them by delegating effectively and encouraging autonomy. She made it a point to listen genuinely to their ideas and concerns and was transparent about her decision-making process. This approach transformed their work environment, fostering collaboration and sparking innovation. Anna's story is a testament to how building trust can truly unite and elevate a team. 💜

Como ex-membro da equipe, você já tem relacionamentos estabelecidos, mas agora deve redefinir essas relações com uma nova dinâmica de poder. É essencial estabelecer confiança como líder, demonstrando integridade, transparência e respeito. Defina Expectativas Claras: Comunique suas expectativas para a equipe de maneira clara e consistente. Isso inclui metas de desempenho, padrões de comunicação e regras de engajamento. Estabelecer expectativas claras desde o início pode prevenir mal-entendidos e conflitos.

Your team members know you, but they may not know how you will operate as a leader. In order to quell anxieties it's important for you to earn their trust in this new role if they are to follow your leadership. Communicate regularly with the team. Be honest and transparent about the issues before the team and how they must be addressed. Listen to their thoughts and demonstrate that you have heard your team members. Accountability comes from the top and modeling your accountability will clarify your expectations of your team members. The same holds true for your respect of team members and honest dialogue with them. You expect the same of your team members and must model those behaviors to ensure they are the norm for the team.

Let's assume you're about to start leading a team that you were previously a member of. You have two big advantages from the get-go. 1. Your bosses, and the rest of the business, trust you to cope with the new role and responsibilities. 2. Your team members know and trust you as a workmate - you've proven yourself at the sharp end with them. That's a whole lot of trust. Now you can pay it back to your team. You've worked with them, so you know what they can lead on, and what needs development. You know better than anyone when air cover is needed, allowing your people to flex their creative talent. Don't take the glory, you already have the big win. Your generosity will be translated into more trust from your team, and your bosses.

Building trust as a new leader involves more than just stating intentions; it requires consistent actions aligned with integrity, competence, and reliability. Delegating tasks effectively isn't just about offloading work; it's about showing faith in your team's capabilities and empowering them to excel.

Meet James, a newly appointed team leader committed to honing his communication skills for effective leadership. Understanding the importance of clarity, James meticulously articulated the team's goals, roles, and expectations right from the start. He fostered an environment where open dialogue was not just encouraged but valued, ensuring he was always approachable for any discussions or concerns. His efforts in refining his communication skills ensured that the team's efforts were seamlessly aligned toward their common objectives. James's story highlights how crucial effective communication is in building a successful team dynamic. 💜

In my experience, effective communication is non-negotiable for new leaders. Without it, your team will flounder. Here are some tips: 1. Be crystal clear about goals, roles, and expectations. Ambiguity breeds confusion and resentment. 2. Encourage open dialogue, but don't tolerate gossip or negativity. Address conflicts head-on. 3. Listen actively and ask questions. Seek to understand before being understood. 4. Adapt your communication style to your audience. One size does not fit all. 5. Be approachable, but set boundaries. Your team should feel seen and heard but not entitled to your constant attention. Remember, your words have power. Use them wisely to inspire, motivate, and guide your team towards success.

La comunicación clara y abierta es vital. Asegúrate de que las metas, políticas y expectativas están claramente comunicadas. Fomenta un ambiente en el que el equipo se sienta cómodo compartiendo ideas y feedback.

Embracing the change in your new role is paramount. One needs to establish early boundaries and set clear goals amongst your peers. Communicating your vision and goals to your team is important in order to create a synergy within the team. Be open minded is key and be prepared to be flexible, adaptable,assertive and fair when you manage your subordinates in order to earn their trust and respect.

De certa forma a comunicação é a chave para muita coisa dar certo,então como lider é necessário priorizar e aprimorar a boa comunicação de forma que ela seja usada para os desafios do dia a dia

Based on the my experience and what I did in my career we needs to set up an example in work. As a leader, your actions set the tone for the team. Demonstrate professionalism, integrity, and a strong work ethic. Show your team members what it means to be committed and dedicated to the team's success.

Leading by example is fundamental! I always strive to embody the qualities I expect from my team—dedication, respect, and professionalism. It's crucial to demonstrate these traits daily as they reflect the organization's values and mission. By consistently aligning our actions with the company's goals, we not only foster a strong work ethic and positive culture but also inspire our team to emulate these behaviors. This approach has proven effective in reinforcing the importance of personal performance in achieving our collective objectives. 💜

Como líder, eres un modelo a seguir. Tu comportamiento y actitud deben reflejar los valores y estándares que esperas de tu equipo. Esto incluye desde la puntualidad y la ética laboral hasta la calidad del trabajo y el respeto hacia los demás.

I'd recommend you get a mentor within the organization that can be your "go to" person for guidance. You could set up a standing meeting as you settle into your new role and share your experiences/seek guidance as needed.

Walking the walk and talking the talk is becoming a skill that needs teaching in leadership schools. Having the ability to lead by example is important to show the rest of the organization the behaviors that they are to role model to the rest of the organization. Front line managers and mid-level managers are essential to building the bench strength of the company. Talent, understanding the skills required to succeed and support the business, are important. Yet getting this group of leaders to also role model themselves as stewards of the organization is an extremely critical step in developing the company. Once the supervisory team throughout the organization are working as leaders and role models then the examples set by them will help

Fostering growth is crucial! In my experience, providing opportunities for professional development has always been a top priority. I remember setting up a series of workshops for my team last year which not only enhanced their skills but also significantly boosted their engagement and sense of belonging. It’s vital to recognize individual achievements and encourage team members to take on new challenges. By investing in their growth, we're not just enhancing their capabilities but also building a deeply committed and loyal team. This approach has truly transformed our dynamic and propelled us forward. 💜

Entenda que agora seu papel é mais sobre capacitar os outros e menos sobre resolver problemas sozinho. Líderes eficazes criam um ambiente de confiança e capacitam outras pessoas para chegar às respostas certas.

Transitioning from team member to team leader is an exciting career step. Tap into your team's knowledge to tackle complex workflows and legacy systems. Seek out mentors to help you navigate successful project delivery and automation strategies. Remember, your success lies in empowering your team to achieve their best.

One of the greatest gifts you can offer your team members is belief in their capabilities and your personal interest in growing them. Have 1x1 conversations about what the team has interest in learning more about, growing into, and "where they hope to be in three to five years." Discuss openly how those milestones can be achieved either within the organization or outside. These types of conversations are easy to start but must be continued over time. The employee may adjust their goals as time goes on and having that conversation is important. If they are making progress, that is also important to acknowledge. In the end, if they see you as their advocate, they will perform with enthusiasm as a member of your team.

"Fuel team success: Cultivate growth! Nurture development, and celebrate wins. Empower your team to embrace challenges, and share ideas. Investing in growth fuels engagement, loyalty, and triumph!"

It would be very easy and convenient if you could develop a perfect leadership style as soon as you step into a leadership role, but that’s just not the case. It takes time to develop your leadership style and approach effectively. Don't be too hard on yourself if you don't have all the answers or solutions immediately and shy away from adapting your style. These adjustments mean that you are learning and focusing on the needs of your team, and your team members will recognize this as a positive attribute.

Reconoce que no todos tus colaboradores son iguales y que pueden necesitar diferentes estilos de liderazgo. Sé flexible y ajusta tu enfoque según las circunstancias y las necesidades individuales de los miembros del equipo.

Support your team and give them freedom to excel and innovate. In your words and actions, make sure to show your team members that you trust them and keep all the promises you make. Maintain open channels of communication and feedback. Show interest in your team members’ personal wellbeing in addition to their work accomplishments. Celebrate their successes and encourage them to use mistakes as learning opportunities And hold them accountable. Take guidance from W. Edwards Deming’s principles of quality and productivity especially the following point- “The aim of supervision should be: 1) to help people and 2) to help operators use machines and gadgets to do a better job”.

No specific leadership style is universally effective. Effectiveness comes from the match of a leader’s style with the existing conditions. Effective leadership is determined by the quality of how the leader and team member interact. In situational leadership, the leader adapts their task-oriented (directive, seen as 'manager' tasks) and relationship-oriented (support, seen as 'leader' tasks) style to match the needs of their team members. The leader might be more task-oriented for new team members to build confidence and more relationship-oriented with seasoned team members to build autonomy. Leaders should adapt their style based on the type of task and the motivational tendency of the team member as well.

Don't fall into the trap of never admitting mistakes - folks sometimes assume that a good leader never lets a team see them sweat and they might appear weak if they ever admit fault. It's actually the opposite! Your team will learn to trust and respect you if you admit your mistakes along the way. No one is perfect and your team will grow more comfortable admitting their own mistakes if they see their leader do the same.

Mantén siempre una visión a largo plazo. Entiende las dinámicas del equipo y la cultura organizacional. Sé proactivo en la gestión de conflictos y mantente accesible y disponible para tu equipo.

It's difficult to transition from being a peer to being their leader. I have found it useful to create detailed and specific goals for the new leader and for the team. One can manage through KPI's while they are mentored on how to separate. I have learned to set daily goals and check ins to see how they are handling change. Issues arise daily, I assess how they handled it- what information they have, why they chose what they did, what I would do differently. This has been well received and led to success.

What do you do if you're an entry level leader transitioning from being a team member to a team leader? Be your no 1 supporter and acknowledge where your at at this point and what you will need to to continue to growth. What do you need to do? What will be the compound effect when you keep learning, being curious, loving and valuing people in 5 or 10 years time. Invest in your growth and other's growth and seek mentorship as well as opportunities to listen to the voices and people in your team.

In my experience at HRPEOPLECOACH working with junior leaders trying to move to the next level we work on the fundamentals of the competencies needed to be able to execute the functions of the next level job. This includes things like understanding your own leadership style, understanding and knowing the importance of building relationships, understanding how to be an impactful communicator and how to manage conflict just name a few of the areas we help the leader improve upon.

First and foremost, are you truly interested in leadership? Many bright and high achievers IC (Individual Contributors) get moved into leadership but don't really want to be there. What makes one amazing IC doesn't necessarily maps to management and even less to leadership. But if you are on your track for leadership, immediately make the shift to coach versus player. Don't jump in to save the day, don't show you know best. Move from doing to ASKING, Ask, how would you handle X, what drives you to this action? how did that work for you? etc... The power of the question versus the statement cannot be under-estimated in this transition.