Como você pode garantir uma transição suave ao promover um funcionário para um papel de liderança?

First, it depends on the level of promotion, and if it requires a certain skill the employee has to be equipped with it, second we should have a meeting like an awareness meeting to give him or her the vision in the eyes of management.

While promoting there has to be detail training plan is required but that will be based on the development Center so the obstacle can be minimise while getting a new lader

To ensure a smooth leadership transition, focus on clear communication and ongoing support. First, openly discuss expectations with the employee, outlining the new role's responsibilities and goals. This transparency fosters trust and empowers them to excel. Next, provide leadership training and mentorship to bridge the gap from individual contributor to team leader. By equipping them with the right skills and a reliable guide, you'll set them up for success, boosting morale and team productivity.

Set the expectation very important is maintain transparent communication, establish clear promotion criteria and provide ample development opportunities

Open communication refer to the ability of individuals to freely covey their thoughts and ideas to each other. Within a corporate environment and organization can foster open communication by actively promoting all employee to share their feedback and opinions

A rede de apoio é essencial para que tenha uma transição eficaz e minimamente impactada. Todo apoio daqueles que já estão no processo pode contribuir para que possamos desempenhar nosso papel da melhor maneira possível, portanto é de extrema assertividade traçar um plano de apoio e transição.

More than merely supervision, mentoring a new leader involves fostering their development and self-assurance. Frequent check-ins ought to be cooperative discussions that make them feel respected and heard. To encourage them and demonstrate to the team your belief in their talents, publicly recognize and celebrate their accomplishments. Give them constructive criticism in a kind and encouraging manner, emphasizing their potential and advancement.

Mentorship is underrated and can be of significant value for new managers of people. I am still closely connected with my very first leadership mentor from Procter & Gamble (20 years strong). Mentorship provides diverse tools, perspective and studies have shown increased retention, especially across diverse talent segments. I recommend executives with new team leaders to proactively assign strong mentors to support talent. It's important for new people leaders to learn from others through mentorship that's safe, allows for active listening and feedback. Taking a leadership career turn to champion teams is a huge step. I find tremendous joy in mentoring new leaders while also learning from their diverse experience.