What are the most common mistakes that new team leaders make?

In my experiences I have found that Becoming a Team Leader or Taking over a Team. You should never forget where you have come from. With each Team Member Work out their Strengths and Weaknesses. Build on their strengths and Work with them on their Weaknesses. Encourage Communication between the Team Members Remember you are only as good as your team. Lead the Team by Example and always be approachable and Listen and give credit where credit is due. These are just some examples of how I see to Lead and Work With a Team moving forward. Regards

By not setting clear expectations early on, team members will struggle to understand exactly what is needed from them and how they can become valuable in their manager's eyes. Clarity and accuracy are the key words people need to know, as many of the tasks team members will carry out will be mundane and get mediocre results. They need to see how they can achieve ambitious results (with the manager's help) and so progress and develop their skillsets on the journey.

Few presume themselves as the boss of the organisation and treats employees like a slaves which I’ve witnessed happening. But how far this would work? A leader needs a very good connect with the team. He should be the motivating factor and drive the team with a logical and practical expectations. Unnecessary arrogance and lack of planning would keep the leader himself at risk and the team as well. Ultimately a leader should divide his work into daily tasks and ensure the productivity is upto the mark to avoid any conflicts or confusions.

One of the greatest misconceptions about communication is the belief it has already happened. This simple quote reminds me that it’s hard to over communicate and even if it’s over done, people will give you grace. Communicating too little, however, has significant down side risk. As a rule it’s best to communicate expectations clearly and reward the team member who demonstrates the right results and behaviors.

New team leaders often fall into some common traps: 1. Unclear Expectations: They don't set clear goals, leading to confusion & unmet targets. 2. Poor Communication: A lack of open dialogue can result in misunderstandings & low team morale. 3. Micromanaging: Trying to control every detail hurts team creativity & initiative. 4. Neglecting Development: Ignoring opportunities for self and team growth hampers long-term success. 5. Avoiding Conflict: Failing to tackle issues head-on can lead to bigger problems later. 6. Not Celebrating Wins: Only focusing on what needs improvement, without recognizing achievements can lower team morale. Being aware of these can help new leaders adjust their approach for better team dynamics and success.

During an interview a few years ago, I told the hiring manager “Micro managing” is an absolute no for me and I went ahead to tell him about my ability to thrive with minimal supervision (I front-load with a lot of questions) while exceeding expectations. A few weeks after I started the job he said “you sold the panel with how you confidently made that statement about micromanagement” Micromanagement kills one’s ability to innovate and think progressively; trust and guide your employees through the complexities and the vague expectations.

New team leaders often make the mistake of micromanaging or being too hands-off, leading to either stifled autonomy or lack of direction. They may also struggle with balancing approachability and authority, which can affect team dynamics. Additionally, overlooking the importance of regular feedback and not actively listening to team members can lead to decreased morale and engagement. Addressing these issues early is key to effective leadership.

As a new manager you often feel that only you can do the job your staff are hired for, this can lead you to micromanage them, believe in the team, you are just there to help them achieve your team goals, your role is to make their job easier and to have their backs when things go wrong, not to get them offside by micromanaging them.

It’s very important not to breathe down the neck of your juniors- it takes out all the will within you to work. But on the other hand, giving them complete freedom can lead you to be not taken seriously, or taken for granted. It should be a hybrid of both of attitudes. Always be polite, no matter what. Respect their privacy, but still try to know them personally too, which builds trust in their minds. Last but not the least, ALWAYS HAVE THEIR BACK. If your junior messes up, never scold them publicly, and always act as a team. All this helps to build a good and faithful relationship, which will be reciprocated from your juniors too.

I think the greater challenge in today's workplace is not giving your teams enough guidance. The combination of the Great Realignment (70% of our team members are new to our companies since the pandemic), remote teams, and a market that has been changing at a blistering pace have made it difficult for team members to understand their roles. This is a unique period when we should aggressively lead our teams through the chaos vs. worrying that we are micromanaging them. Bring on the guidance!

6 practices I would emphasize include: 1) Explaining the why behind decisions transparently so people feel informed 2) Setting expectations upfront through documented goals, processes, norms 3) Checking in frequently for feedback on how you are doing as a leader 4) Being accessible and approachable - keeping your door open 5) Tailoring communications for different audiences and learning styles 6) Holding regular 1-on-1s to hear member needs and share feedback constructively

One of the most common mistakes new team leaders make is underestimating the power of effective communication. Clear and open communication is the backbone of any successful team. Sometimes new leaders assume that their team members will automatically understand their expectations and goals. This assumption can lead to confusion, misunderstandings, and decreased productivity. The solution is to always say exactly how you expect things to happen and how you think about a subject, no matter how obvious your position is. After all, the obvious always has to be said.

The biggest shift is to listen to understand, not to respond. While everybody should strive to do that, as grow into a team leader role, bringing together all the different perspective and make an informed decision means you need to understand, and listen first.

Effective communication encompasses a broad spectrum, from establishing transparent job expectations for each team member to maintaining regular connections and fostering team cohesion, a significant responsibility for a team manager. Listening is paramount, as team members often seek coaching conversations with their manager. As Epictetus wisely noted, we have two ears and one mouth for a reason, highlighting the importance of attentive listening in effective management.

Communication is critical for a team. All team members need to feel heard and able to speak up about anything. Communication requires listening for communication to be happening. One must listen to the other party for communication to occur. If you are thinking about what you are going to say next while you are listening ... you are not listening, you are thinking about what you are going to say next. Stop that!

A new team leader needs to spend time initially with each team member to understand their strengths and weaknesses. This would help the leader to assign tasks customized to each member that would help utilize & maximize their strengths in best possible way. A team leader should pick the right person for each task which can help the team to deliver their overall goals.

This is something I struggled with when I was starting as a Team Lead. I assumed that my team knew everything they needed to do and that experienced employees didn't need any help and guidance. In order to succeed shift your mindset from "you" to "us - the team" as a whole. Make your team a priority and focus on training, offering help, feedback and recommendations when necessary. You can start by taking notes of your team members' successes and weaknesses. Always give feedback fast and link it to a specific behavior, not the person. Lastly, stay in touch with your peers constantly, even if it's just a "How was your day?". People need to stay connected and forming a strong bond is the key. :)

One tool I've found helpful is to schedule 20-minute chats with each team member. I've even done this a level down, perhaps when we're looking to recruit a new manager. In that short time, ask: what do you love about your job? What do you not like doing? What one thing would you change about the work you're involved in? How can I best help you?

If you have self-awareness, you are more likely to succeed. Team members will look up to their team leader, not only for their knowledge and direction, but also for their authenticity and vulnerability. Practice this early on in the team leader journey.

Learning and professional develop never stop and the responsibility of the individual. Managers can and should provide support, resources and opportunities for training, but the individual has to want to improve and change. If you are having frequent and open conversations on performance, identifying areas for professional growth should be easy. Tons of free content out there to improve and learn. Saying that it is expensive is an excuse for not wanting to do it. If you are a leader, you have the obligation for professional development. If you don't want to learn and improve - don't be a manager.

5 practices in resolving team conflicts I would emphasize are: 1) Addressing your own blindspots or biases impacting the situation 2) Agreeing on measurable action plans and timelines 3) Remaining neutral - don't assign blame without understanding all perspectives 4) Following up to ensure actions are completed and issues resolved 5) Seeking coaching from mentors on difficult personalities or dynamics

Absolutely, resolving conflicts and conducting difficult conversations is indeed an art. Effectively delivering a negative message while maintaining a positive tone is a skill that can be compared to the way life coaches help individuals recognize the drawbacks of their decisions by guiding them to their own realizations. It's a crucial skill that every manager should aim to master for fostering constructive communication and growth within their team.

The problem with "resolving conflicts" is so many managers ignore the emotional impact and hurt that these conflicts cause. Someone with rejection sensitivity dysphoria is going to feel something WAY worse than someone without it. That is a lot for someone to overcome. So sure, identify the root cause but how about instead, not letting the root cause happen to begin with and playing people to their strengths and not against each other.

Leading as positional leaders, that is, they lead with the powers that comes with the position instead of establishing relationships with the team members. Also assuming that your position gives you all knowledge to solve the team's problems and therefore ignore any contributions from team members.

A new leader usually has a desire to be liked by the team they are leading. Wanting to be liked can get in the way of resolving conflict. What new leaders need to understand is that conflict resolution does not have to be a confrontation. If you are respectful and transparent it can actually be a great opportunity to strengthen the team and your position as the leader. Everyone loses when conflict is not addressed and resolved.

Being authentic! Gone is the leader that is 'perfect'. I think it's so important to be transparent about learning from your own mistakes, and owning up to it when you've made one. We're all human, everyone know's that - don't pretend to be perfect, or have the answers to everything. Making sure you and your team win and fail together, openly and transparently only builds trust and longer standing relationships - and growing a more powerful team!

Even failures should be celebrated. One of important job of a leader is to build a transparent culture in your team where mistakes are used as an opportunity to move forward.

I was hired to be the editor of a news bureau that had unfortunately become something of a dumping ground for reporters who were allegedly untalented, disgruntled, unproductive, unpopular or angry. I seized upon the first opportunity to celebrate a success (a breaking news story that most of the bureau contributed to had been recognized with a local award) by buying lunch and praising their teamwork. I knew that if I had let this minor success pass without some acknowledgement, the morale in the bureau would have remained low. Everyone, especially those who have been made to feel like castoffs, wants to belong. An effective leader can mete out the criticism and punishment when it's appropriate, but can also instil some much-needed pride.

I believe one of the big mistakes individuals can make when establishing themselves is feeling like they have to have all the answers at the beginning. A true leader should admit when they are not sure and seek that advice from someone else and take on the feedback. When reviewing that feedback also report it back to the team. Also, a strong leader will not ask someone to do something they wouldn't do or be willing to do. Lead from the front

Este punto es muy importante a la hora de gestionar equipos. El reconocimiento ante un buen trabajo y las felicitaciones son parte de la motivación al equipo. Sentirse parte de la empresa, desarrollar el sentido de pertenencia permitirán un equipo más comprometido con los objetivos.

Building rapport is important, but you must establish authority through competence and accountability. Give autonomy within clear expectations, don't control every detail. You hired experts - let them apply their skills. Enable others to develop. Define and communicate the big picture. Communication must be clear and consistent. Ensure the team comprehends expectations through open dialogue.

Learning to delegate. People are individuals and will do things different than you would. Learn instead how to set goals and allow people to define the how.

“I must change things to be perceived as adding value.” The team know what works, what doesn’t and where you think there’s a gap, measure it first. Then present the problem to the team and have them co-own the changes you want to make. Seeing millions and millions wasted on change of leadership during big projects, transformation projects etc is so boring. It’s ego driven. It’s weak. Recognise the genius in what’s gone before. Understand the flaws. Work with the team to solve them. Decide what to change fast and what to change slow. Remember, humans adapt at different paces, change is painful but anxiety is worse. If big change is coming, don’t say “it’s coming, it’s coming, it’s coming” for months. Anxiety sets in. Band aid. Rip

As a leader, your job is to create more leaders. Not everyone is meant to be a leader. Some want to work exclusively with tech and that is ok. Some want to work solo, also great. Leaders want to develop other leaders. Leaders want to delegate and coach. Leaders want to see others succeed. One last thought - just because someone is a good employee it doesn't guarantee they will be a good manager.

Step 1 in “How to Change the World:” Shut up and listen! Immediate actions to drive change in a new role and/or new company, before having had enough time “know what you don’t know” are rarely controlled, effective, or lasting. They pack more PR value than organizational benefit.