Delegation is a nuanced process that requires planning, communication, and trust. When done right, it enhances productivity, strengthens your team, and frees up time for leaders to focus on strategic priorities.

Grief & Delegation: A New Manager’s First Hurdles

DisruptHR South Bend: The Quest to Grow Good Managers

What new and developing managers need to know about emotional intelligence?

What new and developing managers need to know about emotional intelligence?

What new and developing managers need to know about emotional intelligence?

What new and developing managers need to know about emotional intelligence?

Lead Boldly Career Exploration guides career explorers on the path toward becoming the leaders they want to be. Leaders that others want to follow.  

Productive conflict is a powerful tool for solving problems and maintaining strong relationships. However, few of us know how to use conflict for good. Instead, we allow our emotions to guide our responses.

Building trust in a new team takes time and effort, but it is only way to create a productive and positive team.

Have you discovered the hidden leaders on your team? They are there.

Leaders must understand and embrace that managing and leading others should be a conscious choice, not a happy accident that came with a raise and title upgrade.

The ability to receive feedback gracefully is a skill that sets great leaders apart.

Leaders are told to mine for, leverage, and embrace conflict to increase effectives. And they should, these strategies can lead to the best results and help teams to grow in expertise and cohesion. But unfortunately, most humans are not wired to embrace conflict or properly prepared to lead others through it effectively.

Initiating a difficult discussion requires careful preparation and intention, which sounds easy unless you are scared, defensive, angry, embarrassed, hungry, lonely, or tired (among others).

Productive conflict is a valuable problem-solving tool.

The most challenging part of this change is completely leaving the role of individual contributor behind.

Start with the simple things – clear expectations, open two-way communication, and sincere concern for your team – and you will be on the right path to success as a leader of other leaders.

My hope is that you were properly vetted by leadership, and you come to the role with the desire to lead and develop people, drive to produce results, and disposition to admit what you don’t know and learn. Assuming these things are true, here is some advice to guide you as you grow as a leader.