If I could go back in time, one piece of advice is to practice active listening. Initially, I focused more on sharing my ideas than understanding my team. Recognizing the value of active listening, I sought feedback and created an open environment where team members felt comfortable expressing themselves. Regular one-on-one meetings and open forums encouraged dialogue and collaboration. Embracing these practices improved team engagement, productivity, and satisfaction. For mid-level managers, I urge them to prioritize communication and active listening, engaging in meaningful conversations and creating an environment for open dialogue. This approach unlocks team potential, fostering collaboration, innovation, and overall success.
One piece of advice that I would give myself is to have the courage to step out of my comfort zone and take the time to develop strong relationships with my team. Developing strong team relationships is key to being a successful leader. Before taking any action, it's important to understand the motivations and viewpoints of each team member in order to make informed decisions based on their unique needs. This means actively listening to their ideas and allowing them to express themselves openly. Make sure that expectations are as clear as possible. Setting expectations up front makes it easier to develop an environment conducive to collaboration and innovation. Leadership is about inspiring and encouraging your team to do great work. Ensure you acknowledge their efforts, offer guidance, and provide constructive feedback to help them grow. You will foster a culture of respect, trust, and appreciation throughout your organization by providing reinforcement and support.
If I could go back in time, one crucial piece of advice I would give myself to become a better manager is to actively seek feedback from my team. I used to be close-minded and believed that I had all the answers, but I soon realized that true growth and improvement come from embracing diverse perspectives and valuing the input of others. By creating an open and safe environment where my team felt comfortable sharing their ideas and concerns, I not only fostered collaboration and innovation but also gained valuable insights that helped me make better decisions and ultimately become a more effective leader. I hope I was able to contribute useful information to your article! If you decide to publish my information, please see below. Name: Chris Muller Designation: Vice President for Money Under 30 Company: Money Under 30 URL: https://www.moneyunder30.com/ Headshot: https://drive.google.com/file/d/1zNKSkqZa75x2_geUX_tN6zMOuOji62S1/view?usp=sharing
I would identify not recognizing my management style as one of the errors during the initial days. Though it is not a necessity, it helps to know what kind of style you plan to utilize, and how it works in an actual setup. For instance, if you intend to use a more participative approach, you should know its steps and implications. This involves talking to previous managers who might have used it, and assessing its impact. It is not specifically a lengthy process if you have it all pre-planned. I planned to focus on handling the team based on my predecessor's advice. Even if this helped, it took me a long time to arrive at my style and test it out. Everything did work out in the end, but having an early idea and grasp would put you in the good graces of your team. More the cooperation, better the productivity in such cases.
"Talent doesn't give you license to be an a**hole." I was both blessed and cursed with a considerable number of natural gifts and talents. I was creative, charismatic, a born salesman, and a spotlight hog. When I got the chance to be "the boss", I took that to mean I now had the ability to share my awesomeness with everyone and prove that I could do their job as good or better than they could. What a jerk I was to work for! Through the words and actions of other 'true' leaders, I've come to realize that great leadership requires humility, patience, and the ability to lift others up to levels they never thought possible. I'm ever so grateful to those who were patient enough to give me the latitude to figure it out on my own, and as a sales and leadership trainer today, I'm 'paying it forward' in helping others avoid the mistakes I made.
If I could go back to certain situations where stress levels were quite high and the those who I led were feeling disconnected, and trust was lost. What I would change is the amount I communicated vs the amount I should have been open to listen to. Leadership is not about being in the front of the team, always speaking, telling or executing tasks and ideas. To be a better manager or leader you need to practice just the opposite. Listen first, trust that your team is able to create, inspire, and add value. Nurture them to feel you trust their decisions. Right or wrong, we learn from our mistakes and can create strategies for greater solutions. Practicing in saying less and listening more removed the feeling that I needed to carry everything on my shoulders. What I learned is that people want to feel like their contributions matter and feeling like they are heard. Overall speak less, inspire those you lead, trust that your direct reports will rise and deliver great results.
I'd tell my younger self to accept the fact that I can't do everything myself. Delegation is a critical skill for both successfully growing your business and maturing as a team leader. When I was just starting to get the company off the ground, I used to have that intuitive desire to handle all processes by myself. Finance, marketing, client management – I spent half of my working time trying to touch upon the areas I wasn't an expert in. As I realized how unproductive and ineffective it was, I attempted to hand off more tasks to others on my team. But since I outsourced mainly small tasks, other team members couldn't see the big picture. So small-scale delegation didn't help either. It wasn't until then that I realized how important it is to trust your team and rely on their expertise without trying to interfere with their work. Today, I'm lucky to have a team of professionals by my side who let me focus on activities that will yield the highest returns and grow the company.
As a C-Suite leader looking back in time, I believe I'd give myself the advice to prioritize contingency plans; while planning for success is obviously critical, having backup strategies in place can help address any unexpected obstacles that arise. Crafting effective contingencies ultimately shows decision makers that their leader has fully evaluated the situation and taken appropriate measures moving forward. While I am organized by nature and tend to project potential obstacles and map out alternate options automatically, as an early leader, i wasn't always transparent about these machinations. Failing to communicate these contingencies at times made my staff uneasy and missed opportunities to gain their trust. Thus, as I grew as a leader, I took steps to support staff during times of great change and reassure that there was a Plan B by hinting to contingencies.
Leadership and learning are mutually exclusive. When things change quickly, it is critical to constantly learn and challenge yourself. Examine other leaders' traits, demeanor, and communication style. Although you are not required to imitate another leader, you should combine some of their characteristics into your own. This is the perspective that I hold.
When I was a mid-level manager just starting out, one of the biggest lessons I wish I had learned earlier was to focus on building trust with my team. To be successful, it wasn't enough to just give orders and expect them to be followed. Instead, I had to work hard to earn their trust, and create an environment where my team felt respected and empowered. I quickly realized that when people trust you, they are more likely to go the extra mile for you -- both in terms of effort and creativity. My team members wouldn't hesitate to take risks and come up with new ideas, knowing that I had their back. This kind of trust was essential for our team to work together effectively.
One of the greatest challenges of being an entrepreneur is getting in your own way, whether that is because of your own limiting beliefs, ego, or other challenges with your mindset. The only thing stopping you from achieving more is you and if you can break out of that limiting thought process you'll be able to show up for your team a whole lot better, be more mindful and engaged, and support them a lot better to reach their goals.
Best Selling Author & Leadership Instructor at Relationship Media, LLC
Answered 3 years ago
There is no greater value in leading an organization and its employees than understanding how to develop Relationships and use them in a Leadership role. Once this cornerstone is set, the trajectory of one's Leadership journey is on the right track. As with any organization, the culture will emulate that of its leader. Understanding Relationships and how to use them is the first step of Leadership that every leader needs to take. RelationshipLeadership.net
Anyone in a top leadership role, as a CEO or CFT, roles we now commonly refer to as C-Suite leaders, should take time periodically to reflect on where they started, and what they could have done differently in order to keep moving forward in the best way possible to see continued growth in their business. Had I known what I know now about the role technology would play in day-to-day business operations, I would likely have tried to home in on those skills a little more. I would encourage future C-Suite leaders, and managers to keep learning and to try to stay on the cutting edge of technology. It’s important they understand the scope of AI and other relevant technology. Even if you have a tech department, it’s always beneficial for high-level leaders to have a grasp on how to harness tech that exists, as well as the capability to predict what might be coming next and how to implement it into your plan for growth.
Early in my career, I was more concerned with reaching goals and generating outcomes than I was with team relationships. But a crucial turning point came when I faced a personal challenge that required help from my team. I came to grasp the genuine worth of this attribute because of the empathy and understanding they showed me through that trying period. Since that time, I have deliberately developed empathy in my leadership style. I try to actively listen, comprehend different points of view, and help my team members both personally and professionally. Empathy has been prioritised, and I have seen improvements in cooperation, employee engagement, and the team's sense of loyalty as a result.
In the early stages of my managerial journey, I made the mistake of trying to do everything myself. I believed that I could handle it all and that it would demonstrate my competence. However, I soon realized that this approach was exhausting and it also limited the potential of my team. So, my advice is to trust your team members and empower them to take ownership of their responsibilities. Delegate tasks that align with their strengths and provide clear instructions, timelines, and resources. By doing so, you not only lighten your workload but also develop your team's skills, foster a sense of autonomy, and cultivate a culture of collaboration. Remember, great leaders know when to let go and let their team shine.
A crucial piece of advice I would give my younger self is to place a premium on establishing mentoring relationships. As a manager, it is critical that I devote time and effort to the growth and development of my team members. I would actively seek opportunities to mentor and guide others, providing them with the support, feedback, and resources they needed to flourish in their professions. As a mentor, I would assist them in navigating their career pathways, setting objectives, and learning new skills, ultimately contributing to their long-term success and satisfaction at work.
Advice to my past self for manager improvement: embrace servant leadership. Lead engineering team with putting team members first - listening to them, fostering ideas & providing necessary support - which skyrocketed motivation and improved productivity. Mid-level managers take note: ❗Establish a trustworthy, open, and encouraging culture. ❗Treat all team members equally, acknowledge contributions, and celebrate successes. ❗Encourage collaboration and communication. ❗Offer solutions when problems arise. ❗Do the right thing ethically and professionally. Consistent focus on these keys leads to empowered and trustworthy leadership.
I didn't expect to end up in a CMO role, but when the opportunity came my way I was ready. Being flexible in your roles means not getting too wrapped up in job title and more focused on potential. Sometimes the roles we want the most end up being most restrictive—perhaps that's fine later in your career, but a growth mindset relies on having the room to, well, grow. Look for roles that offer you the most opportunity to do new things, meet new people, upskill, and be an asset to your company. In time, the C-suite will open its doors to you, and you can choose whether or not to join at that moment.
If I could go back in time, one valuable piece of advice I would give myself as a C-Suite leader to become a better manager is to prioritize active listening. It is crucial to truly hear and understand the perspectives, ideas, and concerns of team members, stakeholders, and colleagues. By actively listening, one can foster an inclusive and collaborative environment, gain valuable insights, and make informed decisions. It also builds trust, strengthens relationships, and demonstrates empathy, which are key elements of effective leadership. Taking the time to listen attentively and openly to others can lead to improved communication, enhanced team dynamics, and better overall outcomes.
Looking back, one crucial piece of advice I would emphasize to my younger self is the significance of active listening. As managers, we often get caught in the directive mindset, focusing on leading rather than hearing. I remember a particular instance when I was a mid-level manager and launched a project based purely on my vision, without properly absorbing the input of my team. It resulted in missed deadlines and decreased morale. If I had listened actively, genuinely considered their ideas, and incorporated their insights, our project would have been more successful. So, future leaders, learn that active listening isn't just about hearing words but understanding the underlying messages and emotions.