From Team Member to Team Leader: Navigating Leadership Transitions - Part 1

At this time of year, particularly in education, many individuals are stepping up from team member to team leader, becoming a leader for the first time. This article offers some practical tips for navigating that transition, focusing on building leadership confidence and mastering essential leadership skills.

Understanding the Shift in Responsibilities

The move from team member to team leader involves a significant change: you're transitioning from being primarily a contributor to a manager and leader. This shift requires a new perspective and a willingness to embrace new challenges. Effective leadership demands a broader view, encompassing not just individual tasks but also the overall direction and well-being of the team.

Stepping up also involves day-to-day team management. Here are some tips for new leaders managing those tasks:

• Meeting Agendas: Use a set pro forma for agendas, share it on a collaborative document one to two days in advance, and allow team members to add items. Allocate time for each item and rotate the role of timekeeper within the team.

• Minutes: Rotate the responsibility for taking minutes to encourage team participation and distribute the workload. The onus doesn’t always have to fall on you to lead the meeting and take the minutes.

• Communication: Discuss preferred communication methods with your team. Some leaders send a weekly email. I have worked with other teams who prefer communication through WeChat—whatever works for your team. Many in education tend to work on a Sunday to plan their week ahead; this might be a good time to send an information email out to your team. However, discuss this with them first and set clear agreements on timing and content.

• Out-of-Hours Communication: Be mindful that you might be working additional hours outside of the suggested contractual working hours. Schedule your emails to send during regular working hours, not late at night.

  
  

Leading by Example: Building Credibility and Trust

You've been appointed as a leader because you’ve been recognised for your potential and leadership capabilities. However, earning the trust and respect of your team requires demonstrating your leadership qualities through consistent actions.

Here are some tips for building credibility:

• Be Honest: Maintain transparency in your communication. However, be aware of what you can share and what is confidential, given your more senior role.

• Meet Deadlines: Set a standard for accountability and be a role model.

• Be Organised: Ensure clarity and avoid confusion. No last-minute, late-night emails giving crucial details for the following day.

• Take Ownership: Be responsible for your decisions. If questioned on the spot and you are unsure of your stance, thank the team member for their contribution or suggestion and say you'll consider the matter and respond the next day. Avoid overusing this approach, as it could make you appear indecisive.

• Back the Head: Don’t walk out of a senior or middle leaders’ meeting without voicing your opinions, then share disagreements with decisions within your team. You might initially think this will gain your team's support, but they will see you as someone who doesn’t have people’s backs, which could result in losing credibility.

  
  

Emotional Intelligence in Leadership

Just as a teacher differentiates instruction for individual students, a leader should differentiate their approach to team members, prioritising well-being and emotional intelligence in leadership.

Getting to know your team—their backgrounds, beliefs, and what's important to them—is crucial. Building strong relationships and showing genuine interest in their lives fosters a supportive environment. Here are some tips for new leaders:

• Make Time: Even when busy, prioritise connecting with your team. Make sure you go out of your way to connect with quieter members. Practice authentic listening by responding to team members’ emotions and messages, and always respond thoughtfully. Listen to understand, rather than listen to reply.

• Check In: Pay special attention to new staff, especially those who have relocated.

• Be Aware: Recognise that personal circumstances can affect how team members arrive at work. It's okay if someone isn't performing at 100%; check in with them to ask, “Are you OK?”

  
  

Setting Clear Expectations

The initial team meeting is vital for setting clear expectations. Instead of presenting a list of demands, share your values and vision for the team.

Consider these tips for new leaders:

• Team Charter: Start with an activity like "What's important in our team?" and create a shared document outlining team values.

• Address Issues Promptly: If something doesn't align with your values, address it. Ignoring it can be seen as an endorsement; however, do not leave it more than 24 hours to address it.

• Assuming Positive Intent: If you are new to a leadership role, it is important to assume positive intent. Automatically assume that someone has done something a particular way because they thought it was the right approach. Being open and clear will help communicate your vision to all team members.

  
  

Transitioning Relationships

Managing relationships with former colleagues requires careful navigation. If you're promoted to lead a friend, have an open conversation about boundaries.

Here are some tips for new leaders:

• Establish Boundaries: Discuss how your relationship will function in the new context.

• Maintain Confidentiality: Avoid sharing sensitive information about the organisation with friends.

  
  

Sharing Vulnerabilities and Seeking Mentorship for Leaders

As a new leader, it's natural to want everything to be perfect. However, leadership challenges are inevitable. Don't be fooled by the highlight reels on social media. Most leaders—even seasoned ones—express that they have times when they feel like imposters (imposter syndrome).

Here are some tips for new leaders:

• Find a Mentor: Seek guidance from your line manager or another experienced leader.

• Embrace Leadership Development: Participate in leadership training or one-on-one coaching (considered by CPD as the most effective form of leadership development) to enhance your skills.

• Acknowledge Imposter Syndrome in Leadership: Recognise that feelings of self-doubt are common and seek support to overcome them from people you trust.

• Cultivate a Growth Mindset for Leaders: View challenges as opportunities for growth and learning.

  
  

Conclusion

Transitioning from team member to team leader involves a significant shift in mindset and responsibilities. By focusing on effective team management, emotional intelligence, clear communication, and building relationships, you can develop your leadership confidence and navigate this new role successfully. Embrace the journey of leadership development and remember that every challenge is an opportunity for growth.