Habits of new leaders that help teams to grow

The challenge for new leaders is to find the balance between guiding and eliciting autonomy. We explore how to maximise the potential of teams without losing strategic control.

In the vast landscape of modern leadership, new leaders face a monumental challenge: breaking patterns of thought and action that limit the potential of their teams. In a world where the human brain often operates on autopilot, these leaders must navigate by being mindful of how they communicate, collaborate and execute their work. The question isn’t simply how to lead, but how to lead in such a way that the team grows, flourishes and reaches its full potential.

 

What will I read about in this article?

 

 

 

Knowing how to delegate, but also how much to delegate

 

The art of delegation emerges as one of the cornerstones of effective leadership. As John C. Maxwell mentions in his book the act of delegating is a delicate balance between providing sufficient support and allowing the team to discover its own solutions.

 

How do you strike that balance between being present and giving space? It’s not an exact science, but rather an exercise in intuition and observation. In this process, leaders must ask themselves not only how much responsibility they’re willing to share, but how they can identify the capabilities and potential of their team, allowing each member to take on roles that challenge and motivate them without overburdening them. Perhaps by exploring these boundaries, leaders discover that the real challenge in delegating is learning to let go without disengaging, to lead without imposing.

 

 

 

Eliminate choke points to keep the work flowing

 

Getting involved in every little detail, every little problem, is not easy. It requires an immense amount of energy and often leads to depletion and burnout. In an environment where every decision goes through the leader, teams become dependent, unable to think for themselves. This type of micromanagement can stifle creativity and initiative, reinforcing a culture of dependency where employees wait for instructions rather than taking initiative.

 

What if, in a context of trust and open communication, the team had the freedom to make the decisions they thought best? As this Fast Company article points out, when employees have the necessary information and context, they become more active in decision-making. This gives them a sense of ownership and responsibility. Encouraging this involvement not only improves efficiency, but also prepares the team to take on challenges more proactively.

 

 

 

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Captain, let the crew take the helm as well.

 

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results,” said General George S. Patton. Words that invite leaders to embark on a journey of trust and autonomy with the rest of their team.

 

There may be many different ways to achieve the same end. And the way we would choose may not necessarily be the most efficient. In fact, we may be so used to doing things in a certain way that we can’t see that there are different – and perhaps better – ways of achieving our goals.

 

This approach focuses not only on the end result, but on the process of discovery that the team experiences as it charts its own path to success. By relying on the ability of team members to meet challenges with creativity and ingenuity, a world of possibilities opens up where innovative solutions emerge from unexpected corners. Allowing teams to navigate on their own does not mean disengaging, but setting a clear framework of goals and expectations.

 

 

 

Beware of negative behaviours that can contaminate the team

 

Leaders will inevitably face challenges that test the moral and emotional fabric of their teams. One particularly insidious obstacle is toxic behaviour, which can manifest itself in both high and low performers.

 

 

The problem with toxic high performers is that their success in terms of results can mask their negative effects on the work environment. When behaviours such as arrogance, contempt for colleagues, or pressure for others to keep up with them are tolerated, a dangerous message is sent: that the results justify the means, regardless of the human cost.

 

On the other hand, underperforming employees who take a low profile and avoid engagement, without improvement or consequences, can also be detrimental.

 

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Their lack of commitment or effort drags down the rest of the team, leading to frustration and demotivation. Like their toxic high-performing counterparts, inaction in the face of these behaviours sets a precedent that can lead to a culture of complacency and disengagement.

 

 

 

Respecting other people’s time

 

Finally, in a world saturated with distractions, protecting the team from activities that mercilessly devour time becomes an imperative. Respect for time and productivity is a sign of conscious leadership; the quality of work is the result of an environment that allows for concentration and innovation.

 

Too many meetings, conflicting requests and information overload can damage a team’s productivity. Without the opportunity to concentrate for extended periods without interruptions, employees cannot work at their best.

 

Ultimately, leadership that seeks team growth is a constant balancing act. It’s a perpetual dialogue between engaging just enough to lead and disengaging just enough to allow autonomy to flourish. Through this journey, new leaders not only shape the productivity and morale of their teams, but also leave an indelible mark on the path to a brighter, more collaborative future.

 

 

 

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