Description

So you’ve decided to take the leap and you’re going to be managing people. Congratulations! But… now what?

In this session I’ll talk about my journey to leading people, while dealing with the complexities of handling human emotions, team dynamics, and unforeseen obstacles.

We’ll delve into the insights I gained on the way: how to nurture trust and open communication, strike a balance between empathy and responsibility, and most importantly how to cultivate a leadership approach that truly reflects who you are. From the errors I’ve made to the victories I’ve savored, this session focuses on the unfiltered aspects of leadership.

Whether you’re aiming for a leadership position or simply seeking an outlook on what it means to lead others, come along as I explore what I wish I had known before stepping into a leadership role. And how I “debugged” my way through the process.

Notes

Understanding the state of the system

• How to build trust
  • Transparency
    • How:
      • Set Clear expectations: Ensure everyone understands their roles, responsibilities, & goals.
      • follow through: Consistently act on your commitments to demonstrate reliability.
      • share information: Be open about decisions, challenges, & progress to avoid surprises.
    • Tips
      • youre admit when you dont have all the answers: “I don’t know”.
      • set regylar check ins: Keep teams updated on progress & challenges.
      • clarify expectations: Be Transparent about what success looks like.
      • model vulnerability: Share personal learnings to humanize leadership.
  • Listen Actively
    • How
      • Be Present: Engange fully in conversations, giving team members your undivided attention.
      • Understand Perspectives: Acknowledge their challenges, concerns, & emotions.
      • Act on Feedback: Show you value their input by using it to infomr decisions.
    • Tips
      • Model Active Listening: Set the sandard for communication within the team; “Ok, so what i hear was zyx & our next stebs should be abc. Is that correct?”
      • Use Your Toolings’ Features: Minimize Slack and teams
      • Create Space for Input: Regularly ask for team input.
  • Demonstrate Authenticity
    • How:
      • Be yourself: Let your team see your genuine personality * values.
      • admit mistakes: Owning your errors shwos humility * builds mutual respect.
      • Share your journey: Let them in on your leadership growth & lessons.
    • Tips
      • Communicatie Honestly: Avoid sugarcoating or withholding difficult truths.
      • Stay Consistent: Be the same leader in all situations - no hidden agendas.
      • Walk the talk: Demonstrate Authenticity through your actions, not just words.
• Balancing Perfomance
  • Responsibility Vs Empathy
    • When to lLean on Responsibility
      • Deadlines ferformance issues, or critical business priorities
      • ensuring team goals align with organizing objectives
      • addressing underperformance or conflicts directly & fairly
    • When to lean on Empathy
      • During periods of stress, burnout, or personal challenges.
      • To build rapport & pychological safety
      • while giving constructive feedback or coaching
    • Tips
      • Ask yourself: “How would i want this message delivered?”
      • Combine accountability with understanding.
      • Adapt your approach based on context, while staying true to your values.
  • Steadfast Vs Adaptability
    • When to be Steadfast
      • Does this align with our mission & core goals?
      • Will changing course undermine team morale or long-term credibility?
      • Is this a temporary challenge requiring resilience rather than pivoting?
    • When to Adapt
      • Are the current methods no longer effective?
      • Has new data or feedback revealed better approaches?
      • Does the environment demand flexibility to achieve success?
    • Tips
      • Distinguish between non-negotiables & areas where flexibility is possible
      • gather input from your team, customers, & stakeholders to assess the need for change
      • explain your resoning for staying firm or making a shift to buld trust & alignment.
• Custom Solutions vs off the shelf fixes
  • Leadershit #1
    • Self confidend
    • like clear chaom of command
    • consistent appreciate a clear separation in power
    • dependable
    • good aat high pressure situations
    • self motivated
• Embrace Feedback
  • How
    • Be open & receptice: Foster a safe environment where feedback is welcomed & valid
    • Act on feedback: Show how team input is implemented & appreciated
    • Lead by example demonstrate vulnerability by accepting constructive criticism
    • Celebrate Collaboration: acknowledge the contributions of your team
  • Practical Tips
    • Excuse yourself: Retros can be beneficial when the leader is out of the discussion
    • active feedback: Hold regular “feedback sessions” where team members can share ideas, concerns & suggestions without fear of judgment
    • Communicate: after receiving feedback, communicate specific action
• Delegate
  • How
    • Identify the right tasks to delegate: what tasks can help team members grow?
    • Communicate clearly: set clear expectations for the outcome, timeline and resources.
    • empower and trust your team: Avoid micromanaging; empower team members.
  • Practical tips
    • Break it down: Break down large tasks into manageable components.
    • check-ins: check in at agreed-upon intervals.
    • feedback is a gift: use feedback as a coaching moment to encourage learning.
• Have a growth mindset
  • How
    • Encourage learning from mistakes: Frame challenges and setbacks as opportunities to learn and grow.
    • Promote continuous developments: Support ongoing learning through training, feedback, and new experiences.
    • Foster a “can-do” attitude: Encourage team members to take on new challenges with confidence, even when the outcome is uncertain.
  • Tips
    • incidents can be good: use incidents as learning and opportunities to document and train others (so that it doesn’t happen again).
    • growth roadmaps: Help team members set personal and professional growth goals.
    • this applies to you too: Make sure you’re focusing on your own growth.
• Over-Communicating Doesn’t Exist
  • how
    • Clarity prevents confusion: reduces ambiguity and increases alignment across the team
    • provide regular updates: consistently share progress, changes, and any shifts in priorities.
    • reinforce key messages across multiple channels: use difference methods (meetings, emails, one-on-ones, etc.) to communicate important information to ensure it reaches everyone.
  • tips
    • Ask all the questions: use open-ended questions like, “Is ther anything unclear” or “How can i provide more details”
    • Summarize:
    • Open your doors:
• Having difficult conversations
  • This means
    • Communicating early if someone isn’t meeting expectations (remember, whats said in talent reviews shouldn’t be a surprise)
    • knowing when to step in to resolve potential conflicts on the team (and when not to)
    • working towards a solution with a difficult team member
  • also means
    • putting people on performance improvement plans
    • fully understanding your company’s performance policy
• Loneliness at the top
  • This means
    • understanding that you may not get the prais your used to
    • vocalizing what your need to your leaders
  • also means
    • finding your support (outside of your leadership ladder) will be incredibly important
    • getting involved in communities/ERGs/etc. to help fill your cup.
• Being voice of optimism
  • this means
    • tough situations can be made tougher by pessimistic(or even realistic) leadership
    • Complaining should always go uphull, not downhill
    • knowing when to bite your tongue
  • also means
    • understanding when to be transparent (an even how transparent you should be)
  • Side note:
    • Only complain uphill, not downhill (downt compain to your employees about your boss)
• Increased admin tasks
  • this means
    • scheduling and organizing time off
    • hiring
    • managing budgets
    • communications to partners, leaders, etc
  • also means
    • leading scrum ceremonies
    • backog refinement and culling
    • jira administration

Transcript