As a team leader, one of the most challenging issues on leadership is to be assigned an already established team.
Whether the previous team leader has moved on to a higher position or decommissioned, all the expectations and doubts will fall on you. Even if assembling a team from scratch is hard, almost every team leader will choose to do it, instead of ‘inheriting’ a team.
Whether the previous team leader has moved on to a higher position or decommissioned, all the expectations and doubts will fall on you. Even if assembling a team from scratch is hard, almost every team leader will choose to do it, instead of ‘inheriting’ a team.
It’s a challenge that project managers don’t face often, mainly because their function is not to develop the teams that work on the current project. They are more concerned in getting results, and move on to other projects.
I've had my share taste of assignments were I faced this issue. I’m calling it ‘The new boss syndrome’, from the team leader perspective. And every time I had this issue I enjoyed the experience:
First: Get to know the team
Typically you’ll be assisted by the previous team leader or by the senior members of that team. On this stage learn the general sentiment of your arrival: if you’re being welcome or if there are contenders for your role on the team. Also, let the people know where you come from, your background and how your experience will benefit the team.
The baggage that you bring should present potential of improvement, innovation and consolidation. This is hard to accomplish but recognition is the best thing to aim for.
Second: Change
Even if the team was a winner there has to be an adjustment in order for you to fit. This stage is of critical relevance, it sets the milestone where you start leading. At this early stage you can rely on previous evaluations of team members and senior members’ judgment. But in my opinion, intuition has a great deal to do with it.
Some pitfalls to avoid: don’t change the team to be an image of one of your previous teams (every team has its own dynamics), don’t change too much (there has to be a feeling of continuity) and don’t change too late (put your team working with a clear structure as soon as you can, leading it to another level).
Some Rules of Thumb: delegate (seize the opportunity to reward team members with new responsibilities, people will feel their work recognized, even previous contenders), find the weak links and modify their functions (often people under-produce on certain roles but can be an asset on others), and create clear channels for communication and feedback.
Third: Develop
This is the time to explore how you can put your skills to benefit the team. It’s time for improvement, innovation and consolidation. On this stage, my experience working on the IT Telco landscape since 2K, always allowed me to provide different approaches for problems, sharing knowlegement.
Don’t be afraid to experiment; give team members the room to explore new tools, methodologies or technologies, as a project they can work on the side. But create a road-map and track the progress. Of utter importance, all the initiatives must bring value for the team.
Have you got any experiences to share?
I've had my share taste of assignments were I faced this issue. I’m calling it ‘The new boss syndrome’, from the team leader perspective. And every time I had this issue I enjoyed the experience:
First: Get to know the team
Typically you’ll be assisted by the previous team leader or by the senior members of that team. On this stage learn the general sentiment of your arrival: if you’re being welcome or if there are contenders for your role on the team. Also, let the people know where you come from, your background and how your experience will benefit the team.
The baggage that you bring should present potential of improvement, innovation and consolidation. This is hard to accomplish but recognition is the best thing to aim for.
Second: Change
Even if the team was a winner there has to be an adjustment in order for you to fit. This stage is of critical relevance, it sets the milestone where you start leading. At this early stage you can rely on previous evaluations of team members and senior members’ judgment. But in my opinion, intuition has a great deal to do with it.
Some pitfalls to avoid: don’t change the team to be an image of one of your previous teams (every team has its own dynamics), don’t change too much (there has to be a feeling of continuity) and don’t change too late (put your team working with a clear structure as soon as you can, leading it to another level).
Some Rules of Thumb: delegate (seize the opportunity to reward team members with new responsibilities, people will feel their work recognized, even previous contenders), find the weak links and modify their functions (often people under-produce on certain roles but can be an asset on others), and create clear channels for communication and feedback.
Third: Develop
This is the time to explore how you can put your skills to benefit the team. It’s time for improvement, innovation and consolidation. On this stage, my experience working on the IT Telco landscape since 2K, always allowed me to provide different approaches for problems, sharing knowlegement.
Don’t be afraid to experiment; give team members the room to explore new tools, methodologies or technologies, as a project they can work on the side. But create a road-map and track the progress. Of utter importance, all the initiatives must bring value for the team.
Have you got any experiences to share?