Getting started as a boss
There are already new challenges awaiting transport. It is to meet expectations. In the process, bosses who have emerged from their own team often start out with pre-paid blueberries.
After all, you know the now leading team from your own time as a colleague. That makes a lot easier. Processes, products and much more are familiar sizes - even the former colleagues, for whom you are now superior.
Envy and expectation
But there are also former colleagues, who are perhaps not quite satisfied with your choice - for whatever reason. They might have become team leaders themselves.
Here are the main risks of an internal promotion: Either too much closeness is expected ("he / she will remain a colleague of ours") or the pendulum strikes the other side, on which it can come from envy reasons even sabotage.
In order for the new management task to be successful with all its chances and dangers, a former colleague should pay particular attention to the following five aspects.
1. Internal preparation
With the leadership task, the role in the team changes. In addition to the specialist, the personal responsibility lies with you. This means you can also lose friends.
Clarify for yourself:
- What do I want to achieve in this position?
- What I do not want?
A leadership position is always connected with power. Only those who feel comfortable can take power and use it in the positive sense.
The right communication is the best discipline for a good start as a leader. The entry can be difficult to correct later - in a positive and negative sense.
Clarification work with former colleagues and future employees is the central key factor for successful teamwork. In an open discussion with the whole group, the new role can be imagined that you are no longer just a colleague, but also a superior.
Explain clearly that there will be situations in which unpleasant decisions have to be made. The responsibility of that Company In contrast, it will be inevitable that measures must also be implemented or communicated that have little collegiality.
3. one meetings
Führen Sie möglichst früh Einzelgespräche mit allen Teammitgliedern. Später gibt es kaum mehr die Chance, die gegenseitigen Erwartungen so offen mitzuteilen. Das gilt insbesondere für Teammitglieder,
- to whom one is bound in close friendship,
- whose loyalty may be questionable.
An honest dialogue can now bring them into the boat, while anything that does not come to the table will accompany the future work inconveniently. A group formation can also be avoided.
It is equally important to listen carefully to the expectations of the others.
One of the unpleasant initial tasks is to make equally clear decisions under certain circumstances. To postpone a clarification makes tricky situations even more difficult.
They are measured by your actions. Do not turn everything upside down. Recognize the good work of the team under the influence of the predecessor and use this as a basis for improvement
Get an overview. Then changes can be implemented more carefully. Precisely because the employees are already well connected to the employees, they can be integrated into decisions at an early stage and moderately, without affecting their leadership.
Implement your ideas step by step, but consistently.
5. role behavior
One's own understanding of roles in everyday life is also important:
- If you are going to the party, you should refrain from business talks. Now the colleague is there, not the boss. It irritates more than it is useful when the rolls are mixed.
- Decisions from leadership should be clearly declared in the early days: "Even though I've known you for a long time, I'm talking to you as your boss."
- Regular feedback from well-known and openly communicating staff helps to adjust the new boss role until one day it becomes everyday and self-evident to all parties involved.
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