How can you communicate effectively with your team as a new manager?

As you seek to understand your team member's styles and preferences, explicitly communicate your own with them. It's important that they hear this from you so that they can interpret what you share in that light. In private settings (e.g. 1:1) have them share with you what they understood from your messages. You can then provide feedback and/or tweak your approach accordingly.

In managing a global team, understanding diverse communication channels is key. It’s not just about knowing your team but ensuring every member has access to and comfortable with the chosen modes of communication. This approach fosters inclusivity and empathy, bridging technological and geographical gaps. Embracing diverse preferences strengthens team dynamics, creating a collaborative and effective global workforce

Being properly introduced, onboarded and integrated to the team is extremely important. You only get 1 chance to be the new guy/ gal, before you're the boss. Use that time to your advantage and get to know the team personally before the necessary walls have to go up. Set up meetings with the the individual members, spend time observing their work; positioning yourself as an ally and a resourceful aid, on their path to success at your company. Once you have their trust, and respect, you can start showing the leadership that you promised. This will take at least 30 days, if you do it properly.

On the road to effective communication as a new manager, the key tip lies in getting to know your team thoroughly. Before you jump into sharing information, take the time to understand each member's individual needs, preferences and communication styles. Whether it's direct feedback or more encouraging support, adjust your approach accordingly. Recognizing and adapting to these differences will cultivate a collaborative work environment and strengthen the effectiveness of your interactions with the team.

Have one on one meetings with each of them, then have a group meeting and let them know what you have gathered from them and lay some ground rules on how to communicate with one another as a team. That will give you a clear direction on leading and adapting accordingly.

Business goals, their goals, your goals. 3 usually very different vectors, that must intersect. This intersection must also be equitable, both emotionally and financially; otherwise you'll develop an unhealthy culture. Make sure that incentives are aligned appropriately, in relation to responsibility, so that all layers of the team is rewarded for both their individual efforts, and their team contributions. Many teams make goals, as a team and individually, and then ask top performs to go "above and beyond" to aid the team without tangible incentive; that ultimately reduces their individual success, resulting in lost earnings.

La mejor forma de presentarte y de que te vean y establecer rapido un círculo de confianza con el equipo es ser cercano, esto implica decir las cosas con claridad, sin malentendidos y ser transparente, al mismo tiempo que honesto. No prometer cosas sin tener las dependencias atadas y ser totalmente sincero en los procesos y en los comunicados, tanto si son positivos como negativos, tanto a nivel individual como a nivel de equipo. No es sencillo pero nadie dijo que lo fuese.

In cultivating a mentoring environment, delineating clear goals plays a pivotal role by providing a roadmap for growth, instilling a sense of direction and purpose. Short-term goals yield immediate wins, boosting morale, and reinforcing teamwork. Simultaneously, long-term goals furnish a shared vision, aligning the team towards a collective future. This goal-oriented approach not only fuels individual development but also fortifies the collaborative fabric within the team, creating a motivated and cohesive unit.

If you're a sales leader, and you struggle to listen and be empathetic; you're not only going to struggle as a leader, you'll fail as a rep. Sales, and especially sales leadership, is 80% listening and empathizing; both internally and externally. However, you can not be empathic if you are not properly integrated and embedded into the org. If you haven't spent a day in the shoes, and you haven't gathered loads of feedback from the team ahead of your input, you'll struggle to create any version of empathy. Similar to if you don't do proper discovery on an intro call... how could you possibly relate to that individual on the other side? The major issue that will arise if you do this poorly, is when performance dips. You can't respond.

Knowing your team and their strengths is the biggest asset any organisation can have. This is the foundation of building the right teams to fulfil the vision. Without listening and understanding who your team are, this is not possible. A great leader has the ability to manage/direct the right combination of resources to ignite the magic. When people feel heard and understood and valued, they invest their time and energy with passion and vigour. This is priceless. This is rewarding. This is joyful.

En mi experiencia es bueno setear expectativas frente a los canales de comunicación, Establecer si se va a usar slack y wa. También, es bueno establecer cuando algo es urgente o importante y lo que uno espera en cuanto a tiempos de respuesta.

Feedback takes time, energy, and planning. Here are some quick tips: 1) Schedule feedback time blocks on your calendar monthly (yes, do this now I'll wait). 2) Check in with yourself before and after giving/receiving feedback. Simply taking a few deep breaths can help you access calm energy for an impactful feedback session. 3) Set up a feedback tracking system. How do you capture real-time feedback thoughts? I've used bullets in draft emails (don't fill in the to: section to avoid sending by mistake) and bullets in my journal to track feedback thoughts both for myself and my team.

Indeed, I agree with the sandwich technique and I have used it. On the other-hand, I heard from my friend who uses this technique too. He told me that sometimes this technique does not efficient. Because of the audience may not know in actually that he is good or not because of we talk in good and bad both. In conclusion we should use this technique carefully. At least we should say bad thing with constructive feedback and use it with SMART goal as per the article in the previous section.

1. When giving feedback, be specific and constructive, focusing on actions and results rather than personal traits. Emphasise strengths and provide actionable suggestions for improvement. 2. Following up after providing feedback is crucial for its effectiveness. It ensures that the feedback was received, understood, and allows for any necessary clarification. 3. When receiving feedback, approach it with an open mind, viewing it as an opportunity for growth. Seek clarification if needed and commit to implementing positive changes. 4. Establish a culture of continuous feedback.

En mi experiencia es bueno tener reuniones de brain storm recurrentes y también empoderar a los empleados para que propongan ideas y que cada uno se encargue de ejecutarlas.

I have reviewed the article and found some valuable insights. In my opinion, the most crucial aspect of this journey are building trust and empowering them to create more accountability. It is a gradual process that requires consistent interactions, assurance to team members that they are in good hands, and their growth is valued. It is essential to support them on bad days and create a learning culture instead of blaming them for mistakes. Encouraging teamwork instead of working in silos is also vital. Finally, it is crucial to provide regular feedback, including transparent feedback from stakeholders, to work together and continue building trust to succeed as a team.

As a new manager, you must first build the trust among the team members. In order to do that you need to be approachable, and being friendly with them. Learn from them what they are doing, and the process that they are following. Try to resolve issues for them and have a frequent discussion when there is a need. In the meanwhile, set the expectations on what we are expecting from them so that it is clear from both ends. Every individual has his/her purpose, Identifying that and helping them to achieve is what one must do to gain confidence and trust among the team members.

While different strategies work for different people, here's what's worked for ME in the past & hopefully will, in future too. My tips: 1. Active listening is a KEY to understanding one's team's perspective & concerns. It is by design we have 2 ears (listen more) & 1 mouth (talk less!) :-) 2. Clear communication - keeping it simple & clear so even a 5YO can underatnds, ALWAYS wins! 3. Feedback - communication is a 2 way street so one should develop & practise a feedback culture with one's team 4. Approachability - an approachable & open atmosphere is a GREAT leveller for great communication to happen 5. A bit of empathy goes a long way! Underatnding & acknowledging the unique strengths & challenges of each team member opens up doors 😀

Establish open lines of communication as a new manager by fostering a culture of transparency. Actively listen to your team's ideas and concerns, encouraging an environment where everyone feels heard. Clearly articulate expectations and goals, ensuring alignment with the team's vision. Embrace various communication channels, adapting to individual preferences. Conduct regular check-ins to provide constructive feedback and acknowledge achievements. Cultivate a collaborative atmosphere that values diverse perspectives. Effective communication builds trust and cohesion, empowering your team to thrive under your leadership. 🌐🤝