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.
This is where the main dangers of internal transport lie: either too much closeness is expected (“he / she remains a colleague of ours”) or the pendulum swings to the other side, which can even lead to sabotage for reasons of envy.
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
The role in the team changes with the leadership role. In addition to the technical responsibility, you are now responsible for the personnel. That means you can lose “friends” too.
Clarify for yourself:
- What do I want to achieve in this position?
- What I do not want?
A leadership position is always associated with power. Only those who feel comfortable can take power and use it in a positive way Sense . use
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. In the responsibility to the company it is inevitable that also measures must be implemented or communicated, which seem less collegial.
3. one meetings
Have one-to-one interviews with all team members as soon as possible. Later, there is little chance of sharing the mutual expectations so openly. This is especially true for team members,
- 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 the leadership role should be clearly declared in the early days: "Even if I have known you for a long time, I am talking to you now 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.
Text as PDF, book or eCourse on the topic or personal advice
Offline download: Download this text as PDF - Read usage rights, Because we do not automatically submit the title of this text for privacy reasons: When buying in "interests" the title register if support is needed. After buying text exclusively Download at this URL (please save). Or for a little more directly an entire book or eCourse with this text buy, read on.
Book on the topic with discount: This text is also available in book form and you can buy the title here in two languages. You can also preview the book first look at and then purchase directly on the book page with a 20 percent member discount.
German edition: ISBN 9783965960480
English version: ISBN 9783965960497 (Translation notice)
Your eCourse on Demand: Choose your personal eCourse on this or another desired topic, As a PDF download. Up to 30 lessons with each 4 learning task + final lesson. Please enter the title under "interests". Alternatively, we are happy to put together your course for you or offer you a personal regular eMailCourse including supervision and certificate - all further information!
Consultant packages: You want to increase your reach or address applicants as an employer? For these and other topics we offer special Consultant packages (overview) - For example, a personal phone call (price is per hour).