Managing a new team

First of all, congratulations on being offered a new manager role! This is an exciting opportunity to lead and make a positive impact.

Let me start by telling you about a call I had with someone who was in this situation. She was super excited to start her new job, she had been appointed internally. Unfortunately she had already experienced a difficult situation with a member of the new team and wasn’t sure how to deal with it. She felt like they were dictating when they would be meeting, when she would be available to attend meetings and was generally being quite evasive when the new manager was trying to arrange time to speak with her.

She was an experienced manager. She had managed teams before but hadn’t encountered a situation like this before. She wanted some guidance on how to approach the situation.

She had pulled together some slides ready for the team meeting. It was reminding people of the hybrid working principles and the companies expectations around travel. It was telling them her thoughts on how the team could work best together, with space for them to provide input on the last bullet point, and then a final more detailed slide on how working practices, her expectations etc.

I loved that she had spent so much time on the presentation. She clearly cared and wanted the team to succeed. And having spoken to this lady before, I know she has a kind soul.

I listened to everything and then shared my thoughts.

My summary was simply: “Seek first to understand, then to be understood”.

This is one of Stephen Covey’s 7 habits of highly effective people and is probably my favourite one. This habit emphasises the importance of active listening and empathetic communication in building strong relationships and resolving conflicts.

By taking the time to understand others, you can create a safe and respectful space for open dialogue. This habit helps foster trust, collaboration, and effective communication within teams and relationships. It allows you to gather valuable information, gain insights, and build deeper connections with others.

Only after seeking to understand can you effectively "be understood." This means expressing your own thoughts, ideas, and feelings in a way that is respectful, clear, and considerate of the other person's perspective. When you have taken the time to understand others, they are more likely to be receptive to your ideas and viewpoints.

In practice, "seeking first to understand" involves active listening, asking clarifying questions, and demonstrating empathy. It requires setting aside your own agenda and ego to genuinely focus on the other person. It's about creating a meaningful connection by valuing their thoughts and emotions.

By embodying this habit, you can improve communication, build stronger relationships, and create an environment of mutual respect and understanding

I didn’t think that going into the meeting with all of this information would be the best start for her. So I suggested that she go in with lots of questions and just listen. Ask for their thoughts and opinions, note them down and then pause.

The First Meeting and Beyond

The first meeting, and possibly the next couple is all about asking questions, listening, understanding and taking note but what can you do to continue to develop relationships after that?

Encourage Open Communication: Create an environment where team members feel comfortable sharing their thoughts, concerns, and ideas. Encourage open dialogue by actively listening to their input and validating their perspectives. Establish regular communication channels, such as team meetings, one to one check-ins, to facilitate ongoing conversations and information sharing. Be available for your team when they need you. Answer their questions and offer support.

Lead by Example: Be a role model for the behaviour and values you expect from your team. If you want them to respect you, then show them respect and treat them like adults. Demonstrate professionalism, integrity, and a strong work ethic in your own actions. Show respect and fairness to everyone on the team. Be approachable and available to support team members. Your behaviour sets the tone for the team's culture and performance.

Develop and Empower: Identify each team member's strengths and areas for development. Showing that you care about their future and their development will create trust and loyalty. Provide opportunities for growth, such as training programs, workshops, or stretch assignments. Delegate tasks and responsibilities to empower team members to take ownership of their work. Offer guidance and support while allowing them to make decisions and learn from their experiences. Be the manager they want you to be.

Build a Cohesive Team: Encourage collaboration within the team, get people working together and sharing their ideas. Encourage team members to support and learn from one another. They will be stronger together. Create opportunities for team bonding through team-building activities or social events. Help people get to know each other on a social level. Celebrate achievements together to reinforce a positive team culture. Address conflicts or challenges promptly to maintain a harmonious working environment.

Understand the Team and its Dynamics: As you get to know the team better you will understand their skills, experiences, and aspirations. You will learn about their preferred working styles and communication preferences. Some people prefer to receive tasks by email, whilst others would prefer you to pick up the phone to brief them. This understanding will help you tailor your leadership approach and build stronger relationships with each team member on a personalised basis.

Seek Input and Involve the Team: Actively involve team members in decision-making processes whenever appropriate. If people feel like they are being involved in the change or the decision they are more likely to accept it. Seek their opinions and ideas, especially when it directly impacts their work. Consider different perspectives and empower team members to contribute to problem-solving and innovation. This not only boosts morale but also fosters a sense of ownership and engagement.

Adapt and Learn: Continuously seek feedback and reflect on your own leadership style. Be open to learning from your experiences and adjust your approach as necessary.

Take Care of Yourself: Recognise the importance of self-care to maintain your energy and effectiveness as a manager. Taking on a new role can be draining. Set realistic goals and manage your time efficiently. It’s so easy for us to put a huge amount of pressure on ourselves. We think people expect us to go in and change the world. There is nothing wrong in taking your time.

Every team and situation is unique, so adapt these tips to fit your specific context and team dynamics. Building strong relationships, effective communication, and continuous learning are key to successfully managing a new team. Good luck in your new role!