You’re a new manager. How can you develop your staff in the most effective way?

First and foremost, get to know your team, their strengths, challenges, how long they have been with the organization, the milestones they have made, their career aspirations, their goals, etc. Once you get to know each individual, it empowers you as a Manager on where you need to coach, mentor, steer, to get the best out of your team and give them each the energy and drive they need to get excited about their roles. Additionally, share with your team about yourself, let the team know who their manager is, and what your expectations are and how you work/lead, the best times to engage you or give you personal space as a leader, etc. This begins to build mutual trust between you and your team.

From my perspective that should start with the following steps: - Profiling the team members into categories according to their level of knowledge, capabilities and willingness. - Gathering the perspectives of the team members about what they expect, target and their needed tools to achieve them. - Identifying the needs of each member to improve based on his area of development. - Setting clear measured and time framed goals supported by effective tools to make them realistically achievable. - Identifying the shining area of each member to assign the task owners. - Following up on the performance of each member to involve for corrections whenever needed for then stepping back to give the space for the team to run in autopilot mode.

Whether starting at a new company or getting promoted, it’s important to reset and establish a new working relationship with your staff. This includes scheduling intentional check-ins that serve as relationship builders and allow time for goal setting. The most effective development happens two ways - so you can’t only focus on the development of your staff but also be mindful about your own development needs and what will be required of yourself to support your team. Having open and honest conversations from day 1 allows you to build the development needs of everyone into your work plan and priorities.

Knowing your people and who you work with is fundamental in developing a person. Set expectations and get expectations to ensure that there is shared clarity amongst you and your people. Be able to assess their needs, opportunities and strength so you can bring them in the journey of their own development.

Learn individual strengths and constraints in order to support continued growth, team dynamics and collective efficacy. When a manager is able to see value in each individual and their unique contributions, they create safe work environments that will most likely lead to impact results.

To effectively develop your staff as a new manager beyond conventional methods, consider implementing a "Reverse Mentoring" program. This approach pairs junior employees as mentors with senior staff, fostering mutual learning and breaking down hierarchical barriers. It encourages digital savviness, increases engagement and retention, and develops early leadership skills in junior staff. To implement, set clear goals, select complementary mentor-mentee pairs, provide ongoing support, and collect feedback for continuous improvement. This innovative strategy can create a more inclusive, dynamic, and forward-thinking workplace.

What’s very helpful and efficient is having a baseline of the dynamics of your team in terms of skills and abilities and how they align to overall organizational goal . This will in turn help you assess their needs hence indentifying gaps for much needed improvements . This will help create an environment where staff are able to be free to exercise their creativity and sense of belonging .

Your team are your best asset get to know them have regular 121 with then find out what makes them excel what are their strengths what do the staff enjoy most and least about their roles buddy then with others whom excel in their weak areas inject fun into the work place promote within...

Setting clearly the goals and clarifying the responsabilities of each staff should be the baseline for an effective evaluation. Criteria of success will be collaboratively developed with the staff. These criteria will guide the self-evaluation each staff will submit on a regular basis at pre-determined period prior to the evaluation meeting.Based on the self evaluation we will have the evaluation meeting that will successively go through: - what went well? -why it went well? -what didn't go well? -why it didn't go well? -What coud be done to improve? -what are the expected support or training needs ? So far, the aim will be to encourage the staff to reflect back on his work and identify actions points for more success

Goals have the potential to create great momentum. When managers partner with their teams to create goals that align with both the needs of the business and the personal ambitions of the employee, they create the perfect recipe for a sense of achievement and fulfillment. I’ve been writing and accomplishing personal, professional, and positional goals for more than 20 years now. I’ve personally experienced the fruit of the labor poured into not only my efforts, but those who have come alongside me to help me accomplish them. Managers are in the best positions to cultivate similar outcomes. Cheers to the New Year and a new opportunity to level up in team’s performance! #management #teams #goals #2024 #performance

Part of setting goals is to have weekly or monthly meetings with the 10-10-10 format. The first 10 minutes is for the employee to discuss anything they want or questions they need answers. The second 10 minutes is for the manager to discuss anything important to the manager. The last 10 minutes is for goal setting and how they will work together.

Once goals are defined, define measures. Plan review meetings on a regular basis and ensure feedback and feedforward for your people has enough room.

Introvert-oriented approach: Clearly communicate individual goals and expectations to introverted team members in a one-on-one setting. Provide them with written documentation or guidelines to refer back to for clarity. For example, you can schedule a private meeting with an introverted team member to discuss their specific goals and ensure they have a clear understanding of what is expected of them. Extrovert-oriented approach: Set goals collectively during team meetings or group sessions for extroverted team members. Encourage open discussion and involve the team in the goal-setting process. For example, you can facilitate a team workshop where extroverted team members can actively participate in defining goals and contribute their ideas.

It is absolutely essential that there are checkpoints” along the journey that facilitate giving written performance feedback with clear correction action plan (if any) every quarter

To set up goals Individual: Work with each team member to set SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals aligned with their strengths and interests. For Team goals: Establish clear team goals that motivate and unite everyone. Regular feedback: Provide ongoing feedback on progress and performance, both formally and informally.

SMART goals are a must. Let each individual staff highlight his own strength and weakness and the goal he has set for himself/herself. The progress needs to be tracked and measured at regular intervals followed by feedback sessions. Confidence- building exercises and activities will add momentum to the completion of goals. All goals should fulfil organisational expectations as much as they cater to individual progress.

In my experience involving them in setting SMARTER: Specific, Measurable, Achievable, Relevent, Time-bound, and most importantly Reviewed goals helps staff foster ownership, and increases employee engagement.

The hardest bit of SMART is Measurement. If you cannot measure progress it is not progress, it is simply movement. Nothing wrong with movement, if it is in the right direction, but measurable progress is preferable to simple movement. Try very hard to have a proper measurement in your goals even if it is only relative to the start point. 5% improvement in punctuality does not sound like much but if that 5% gets the worst offenders to your morning meetings it will be hugely effective.

Though setting goals is detrimental to staff performance, it should be set in a more realistic.Care should be taken to set goals according to the capabilities and organizational culture of each staff.It should be envisioned in a long-term and successive perspectives ranging from the simplest (easy to reach) to the more complex goals so that by achieving the easiest-to-reach goals the staff gain confidence bit by bit.

A very productive learning opportunity could be allowing your staff to work in teams to solve a problem, providing guidance along the way. I have learned that people learn faster when they are given tasks today. You'll be amazed at what they produce. You should also recognize and celebrate 🥂 good and innovative work from your staff. It serves as positive reinforcement which is critical in developing and reinforcing needed skills.

As a manager, don’t forget to up-skill your own leadership and management toolkit. Leadership development is like a muscle, it needs continuous training to relate to the every-changing workforce needs and expectations.

Introvert-oriented approach: Provide rookies (newest members) with self-paced online training modules or written materials that they can learn from independently. Assign them a mentor or buddy who can offer one-on-one guidance and support. Schedule regular check-ins to address any questions or concerns they may have. Extrovert-oriented approach: Organize interactive training sessions where rookies can learn and engage through group discussions, role-playing, or hands-on activities. Pair them with experienced team members who can provide guidance and real-time feedback. Offer opportunities for rookies to shadow and observe experienced team members in action.

*Encourage Professional Development**: Support your staff in pursuing training, workshops, or courses that can enhance their skills. Investing in their growth not only benefits the individual but also the team and the company.

Do's: Diverse Learning Formats: Provide access to online courses, webinars, books, podcasts, articles, and mentorship for varied learning experiences. Encourage Seminar Participation: Support staff attendance at development seminars to learn from experts and connect with peers. Application and Reflection: Support staff in applying new knowledge to their work and encourage reflection on their learning experiences. Don'ts: Limit Learning Sources: Avoid restricting learning to just one or two formats; encourage diverse learning methods. Neglect Development Events: Don't overlook the value of seminars and networking opportunities for staff growth.

Learning opportunities should also be cost effective and should align with both individual career goals and organisational objectives such that it's a win-win situation

Professional development of your team is a key area for managers and sometimes gets overlooked because of the long to-do list that is present. Taking the time build up your workers and helping them to see their own potential is key. The more learning and developmental opportunities that they can be engaged in and exposed to, is the better it is for workers to gain a better understanding of their own capabilities and areas of interest. These skills can be attained and applied to their current position and even other areas within the company.

Always be open to chance opportunities to help staff to learn. Everyone likes the chance to show what they are capable of, so offering those opportunities allows your team to grow without labouring the point that they are learning. Demonstrating their capabilities whilst giving you the chance to critique in a friendly and kindly way builds rapport.

Professional development opportunities are so important but also, hands on experience will really help to drive home those skills

Learning through doing and self actualisation has far greater transformative properties than any professional development session. Explore a multitude of academic papers and you see the empirical evidence to see that there is greater cognitive growth when learning through an experiential process than a multitude of other methods. I always ask my delegates to tell me what they have learnt from the session. And then I ask them to self assess themselves. How do they know they have learnt? What evidence do they have??

Reconhecer todas as conquistas, mesmo as pequenas é uma atitude de liderança construtiva. Os rituais de reconhecimento revelam muito sobre a cultura de uma organização, por isso os times devem perpetuar isso de forma consistente e verdadeira.

It is so important for employees to know that they are seen and valued, not just cogs working in a wheel to fulfill a need or generate data. All employees are looking for a coach or mentor, someone who is authentically invested in their development and they will look to you if they can see the balance of your feedback and know the assertion of their worth to you.

Introvert-oriented approach: Provide key players with written feedback or email recognition to acknowledge their accomplishments and contributions. Schedule private meetings to discuss their progress and provide constructive feedback. Recognize their achievements in a more private and personal manner. Extrovert-oriented approach: Offer public recognition and praise to key players during team meetings or in front of their colleagues. Celebrate their successes openly and highlight their contributions to the team. Provide immediate and vocal feedback to reinforce their confidence and encourage continued excellence.

This is tricky especially for the new manager. You have to give feedback both positive and sometimes negative and it always needs to be done in a constructive manner. Sometimes waiting to deliver less positive messages can be useful as it offers distance. Most staff will know if they have not done so well at a task, so send them home at the end of the day with a cheerful “well done, all finished, take a break, we’ll review this tomorrow” and use the evening to think carefully about how you can tackle the criticism without harming the recipient of that criticism. Build on the good points as a counterpoint to the weaker areas.

My experience says: consistency is the key. If you have capacity to have 1-1 meetings with 5-6 staff members weekly, you should indicate the period of reconsidering this to email reports or weekly task lists. At some point staff will stop acting without a meeting with you or approval, that’s the thing you need to avoid.

Key to improvement is identification of individual pathways. Catch and/ or mentoring may be needed with clear goals ( SMART goals) to guide them. Always give them chance to settle and try new things before you observe. Listen to their. and observe particular agreed pedagogy or aspects rather than the whole. Build their confidence and let them fly.

Ponto crucial em uma Gestao é ter espaço e dar espaço aos seus colaboradores para poder atuar de forma transparente e colaborativa. O Feedback ao meu ver pode vir de uma simples conversa (formal ou informal) onde o colaborador e o gestor estejam à vontade para expor seus sentimentos sobre a organização, equipe, função, Gestao e até mesmo pontos de relevância pessoais que venham se manifeste positivamente e negativamente no trabalho. Assim a gestao se torna mais próxima e humanizada, mantendo a equipe próxima e leal com os desafios das atribuições!

„Worte kreieren Welten“ sagt eines der Prinzipien von Appreciative Inquiry, einer stärkenbasierten Methode, die uns in Veränderungsprozessen helfen kann. Dabei kommt es darauf an, welche Worte wir wählen. Wenn wir unsere Teammitglieder ganz konkret für Verhaltensweisen und Leistungen loben, werden sie mehr davon tun. Wenn wir sie für andere Dinge tadeln werden sie wahrscheinlich diese Verhaltensweisen vermeiden. Das heißt aber nicht, dass die wissen, was wir stattdessen von Ihnen verlangen. Daher lohnt es sich, die Dinge mit Worten zu verstärken, von denen wir mehr sehen wollen. Und wenn diese Gespräche dazu führen, das Gesprächsniveau und die Stimmung heben, dann gelingt womöglich auch die größte Herausforderung.

As a new manager, focus on understanding each team member's strengths, weaknesses, and career goals. Provide regular feedback, both positive and constructive, to help them grow. Encourage continuous learning through training, mentorship, and opportunities for skill development. Foster a supportive and inclusive environment where team members feel valued and motivated to excel. Lead by example and prioritize open communication to cultivate a culture of growth and development within the team. Finally, treat people the way you would like to be treated....

Without an effective Delegation of Authority (DOA)with clear financial thrush hold and clear liabilities this delegation will not be effective

Lead by example and empower. Model the behavior you want to see in your team. Delegate responsibilities and give the confidence & autonomy to deliver (guide/support when needed of course). Trust your team to make certain decisions on their own and find ways to challenge them to promote growth. Lastly, give and seek feedback - both parties will benefit!

Creating an atmosphere where new ideas are not just welcomed but actively solicited helps employees feel their opinions matter. This can be achieved by fostering an open-door policy, conducting brainstorming sessions, or implementing suggestion systems. By valuing their input, employees feel empowered to contribute positively and take ownership of their work.

Introvert-oriented approach: Empower captains (peer leaders) by entrusting them with independent projects or tasks that allow them to work autonomously. Provide them with clear guidelines and expectations, and allow them to take ownership of their work. Offer support and guidance when needed, but give them the freedom to make decisions. Extrovert-oriented approach: Empower captains by involving them in team decision-making processes and delegating responsibilities that allow them to showcase their leadership skills. Provide them with opportunities to lead group discussions or workshops. Recognize and appreciate their leadership qualities publicly.

Agreed, however involving the staff as equal part in few decisions that involve them, helps them to feel valued and an important contributor towards the organisation. They are also empowered to deal with similar situations more effectively later. They end up taking more ownership for the event/ task as they have been contributor and have unanimously agreed upon ‘how’ of the event/ task to be done.

As president of a nonprofit, it was very beneficial to look at the strengths of each board member and have them help in the areas they were strong in. It helped our organization meet our goals and we were able to achieve those goals in a timely manner.

To empower staff we must first create a sense of security. With security comes esteem. With esteem come self actualisation, with self actualisation comes empowerment.

The concept of empowerment needs to be linked to emotional intelligence, empathy and trust as well as coaching eye regular feedback. Letting go is the most challenging - but most inspiring

Delegation goes hand in hand with growth. The more you trust your team, the more they will allow you to get on with the more complex thinking for which you are, quite rightly, paid more. People are, by and large, more capable than your confidence allows you to acknowledge, especially in their personal area of expertise, so go out of your way to discover what this is and use it to your advantage

Provide Regular Feedback and Coaching**: Offer constructive feedback and coaching sessions regularly, not just during annual reviews. This ongoing dialogue fosters a culture of continuous improvement and learning.

It takes more than just giving feedback. Make sure that you encourage growth through feedback by considering how the lessons learned will improve their practice and processes. In addition, have a coaching conversation to encourage their ownership of the learning and to consider the actions they will take to create impactful change.

Leading is about empowerment - trust, recognition, coaching and developing a positive relationship. The empathetic leader develops a resonance and cultural understanding which really motivates and inspires - most important

Have you had in-depth conversations with your staff? Have you asked them about their hopes and dreams? What else do they want to learn and do? How can you the their best advocate for growth and opportunities? Remember, it’s no longer about you, it’s about them.

The most effective way to develop your staff is to lead by example. Do more than your staff. Get to work earlier than anyone of them. Close later than them. Don't give them any assignment that you cannot do yourself. Show by example. Be gentle with them, especially when they make mistakes. Praise them publicly. I believe if you do these things, you will be an effective leader.

One thing that's overlooked in this article: if you're a new manager, whether it be you are new to the company, new to the job, whatever it is - it's more than likely that you are going to be learning your job and growing alongside your team. I feel it's very important to be upfront, and I'll say it - vulnerable - with your team, and allow it to be an opportunity for you to grow alongside them. It will make your bond stronger and allow you to grow into the role together. They are going to need to have the opportunity to be empowered, make mistakes, evaluate, and learn. And so are you. Just because you are their manager doesn't mean you can't be open to them that you are growing and learning yourself.

Lots of talk about talking and assessing and quantifying all sorts of things, officially and with frameworks. And while that is surely important, I'm missing the listening bit. Not necessarily in a one on one meeting or chat, but listening to people's ideas and contributions, or lack thereof. Observe how comfortable or not they feel in challenging ideas not just of their peers but also leaders. Watch their body language, their faces when speaking and listening. There's so much you can learn about your colleagues if you shut up for a bit and just listen and look instead of talk and ask. I feel that is something that is often overlooked or ignored as it takes time and practice.

Build a relationship with them - this is probably the most important thing. Make it safe for them to come to you with whatever it is that they need. You won't be able to help them with everything but that matters less than that you have trust, respect and honesty in the relationship.

I started with a battery of personality assessments. I asked each member of my team to complete 3 different ones and then we shared out as a group. In a nutshell, it provided a few layers to each person at once. I knew how to best communicate with them, praise and critique them, their thought process and more. This was my foundation on how I lead each of them based on their need and more.

Take the time right from the beginning to just observe and understand the dynamics of the staff. Don’t make changes immediately and seek the input of the “leaders” amongst the staff. They will make themselves obvious to you. Once a development plan takes shape give them time to observe their peers in the action phase and see how they align with the goals of the organization. Be able to admit something may not be a fit and also celebrate the successes.

Developing staff starts with having an organizational culture that encourages staff development. Start with open communication of realistic goals, (i.e. promotions, skill development, raises), that align to personal staff goals and business needs.