Navigating changes in your professional relationships is a big part of successfully transitioning from bud to boss. The change in your role and your responsibilities demands that your relationships change as well. You will experience changes in the type, scope, and sensitivity of relationship issues you face. The relative power dynamic or imbalance between you, your team, and people who were formally senior to you will change. All of these changes will create other changes in your professional, and possibly, personal relationships.
By Guy Harris Have you ever noticed that people are sometimes dissatisfied with situations that are not that bad and sometimes satisfied with situations that are not that good? I will use myself as an example. I can think of times when I was sitting comfortably in a restaurant with food in front of me,
Have you ever struggled to persuade another person to change their mind or their behaviors?
Based both on my personal experience and in what I have heard in Bud to Boss workshops, my guess is that you have. In fact, I think most of us have recently struggled with this issue, are struggling with it, or will struggle with it in the near future. Trying to persuade people to either change their mind or behaviors is a pretty common interaction in general and an almost daily occurrence for leaders.
If it has not happened already, the day is coming when you will need to implement a change that was not your idea and that you either do not like or at least have reservations about. As a new, front-line leader, that situation is incredibly difficult. You might feel stuck between your team and “management.”
As I work with frontline leaders in our Bud to Boss workshops, I frequently hear this concern after we discuss a coaching approach, change management strategy, or communication technique: “Guy, I hear what you’re saying, and it all sounds great. I just can’t do that with my team.” It is not always verbalized the same
by Guy Harris Coaching team members can be challenging even when everyone is in the same place. Coaching a team with everyone working remotely introduces additional challenges. And coaching a team with some members working in the office and others working remotely (a hybrid team), introduces still more challenges. Coaching a hybrid team of leaders
by Guy Harris The transition from individual contributor to leader calls for changes in at least three areas of your work life: your relationships, your skills, and your mindset. Managing these three transitions simultaneously is almost always a challenge, and the challenge is made even more difficult when you work with a “hybrid” work in
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