As a new team leader, you may have a lot on your plate.
Leading a team for the first time may be intimidating, regardless of whether you’re taking charge of an established team or starting a new one. Personal experience isn’t a solid foundation from which to build. If you are a new team leader, you are most likely either enjoying the challenge or thinking about leaving, or a combination of the two. Additionally, more teams are adopting a hybrid style of working from home and in the office, or working remotely. Today, there is a lot more for new leaders to handle.
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1. Schedule Leadership Time
Team leaders must devote time to the position in order to be effective. All too frequently, this duty is merely added to someone’s already extensive to-do list, which sets up the new leader for failure.
You must be accessible to the team and visible to them as their leader. Promoting a healthy workplace culture and sense of community is a component of your new leadership job. You won’t be as visible or able to assist your team if you’re primarily focused on your own important, practical chores. Therefore, before assuming a leadership position in the first place, make sure to analyze and renegotiate your workload.
2. Learn About Your Group
Being a leader is all about motivating your group to accomplish its goals. If you don’t get to know your team members and what drives them, you’ll have trouble with this. You’re not there to brag, despite the temptation to rush right in and start making major movements right away.
Spend some time listening to your team members; learn about their concerns and goals; collect suggestions; and determine your team’s possible advantages and disadvantages. Then and only then can you develop a leadership strategy that has a possibility of working. The first step to connecting with the team and earning their respect and trust is getting to know them. Here, the proverb “listen twice as much as you speak” is still applicable.
Communicate with your team, particularly with those who might be having difficulties. Having quick check-in talks once or twice a week for ten to fifteen minutes works well for new team leaders. You can even set up “office-hours” on your calendar so that people can make appointments and get in touch with you if they need assistance or just want to talk.
3. Engage in constant communication
Maintaining communication is essential after your team is operational in order to foster connections, evaluate progress, and spot risks and problems. When overseeing remote teams, where workers may be isolated in their own small work bubbles, this is very useful. New team leaders frequently see increased team engagement when they communicate frequently and effectively. They do this because they perceive that you are interested in their activities and are spending time with them.
The kinds of discussions you have with your team can also be improved by consistent communication. You have greater power, for example, to clearly define roles and duties so that everyone is aware of who is responsible for what, why, and by when. Although it may seem apparent, don’t assume that everyone is as well-versed in the project as you are.
Support and welcome fresh concepts. Your team will be more satisfied if they can offer more to the project. When your team does well, let them know they are valued and give them a thank you. Your staff will be happier, more responsive, more productive, and equipped to take the lead on upcoming tasks and initiatives.
The way you communicate with your team requires careful consideration. It’s easy for new team managers to overcompensate for remote work’s distance or to check in too often, which can breed suspicion and lower team productivity. Provide honest and sincere help.
4. Set an Example
Consider the conduct you desire and anticipate from your team members. Make sure you possess such qualities yourself. Since you serve as the team’s role model, the attitudes and work habits of the group will be influenced by your words and actions. Nevertheless, it’s critical to be authentic and have confidence in oneself. Faking it will quickly reveal your identity and cause you to lose credibility and trust.
Be forthright, sincere, and enthusiastic. Treat each team member equally, with dignity, and without partiality, and you’ll receive the same treatment in return. Treat the other members of the organization with the same respect. In front of the team, never disparage or criticize other people or departments. Make it apparent that everyone is working toward the same objectives and long-term success.