【领导力项目】The First 90 Days as a New Team Leader 成为新团队领导者的最初90天

Introduction

简介

In the world of business leadership, the first 90 days are often touted as a critical period for setting the tone of your tenure. This phase is a litmus test of a leader's ability to adapt, envision, and influence. To understand the complexities and opportunities of this crucial period, let us delve into an extended case study: the story of Emily, a newly appointed leader in a mid-sized tech company, and how she navigated her first 90 days to transform both her team and her leadership style.

在商业领导领域，最初的90天常被看作是设定领导任期基调的关键时期。这一阶段是领导者适应、构想和影响能力的试金石。为了深入理解这一关键时期的复杂性和机遇，让我们通过一个具体的案例研究来探讨：艾米丽的故事。她是一家中型科技公司新任命的领导者，她如何在最初的90天内转变她的团队和自己的领导风格。

The Intricacies of the First 90 Days

最初90天的重要性

The significance of the first 90 days in leadership cannot be overstated. It's a period fraught with challenges yet brimming with opportunities. New leaders are not only expected to quickly understand the organisational dynamics but also to start laying the groundwork for future success. How one approaches these initial days can either build a robust foundation for growth or set the stage for future hurdles.

领导角色中最初的90天的重要性不容小觑。这是一个充满挑战但又充满机遇的时期。新领导者不仅需要快速了解组织动态，还需要开始为未来的成功打下坚实的基础。如何处理这些初始日子可以为成长打下坚实的基础，也可以为未来的障碍铺平道路。

The Beginning: Emily’s Pre-emptive Strategy

开始阶段：艾米丽的预先战略

Before her first day, Emily embarked on a pre-emptive strategy to familiarise herself with the company. She pored over organisational charts, product portfolios, and performance metrics, aiming to glean as much as she could about the company's operational and cultural landscape. Emily’s preparatory phase extended beyond the dry data. She engaged in one-on-one conversations with team members, seeking to understand their perspectives and experiences. This blend of quantitative and qualitative analysis was not just about gathering information; it was about showing her team that she valued their input and was committed to understanding the heart of the company.

在她的第一天之前，艾米丽就开始了一项预先战略，以熟悉公司的情况。她研究了组织结构图、产品组合和绩效指标，旨在尽可能多地了解公司的运营和文化景观。艾米丽的准备阶段不仅仅是收集信息；她与团队成员进行了一对一的交谈，寻求了解他们的观点和经验。这种定量和定性分析的结合不仅是为了收集信息；这也表明她重视团队的输入，并致力于理解公司的核心。

Laying the Groundwork: First Impressions Count

打下基础：第一印象很重要

Emily's first official act as a leader was to call a team meeting. However, this was not your typical introductory meeting. Instead of laying out her vision or asserting her authority, Emily turned the tables. She asked her team members to share their views on what was working and what was not. This approach was disarming; it broke down barriers and fostered a culture of openness from the outset. Emily’s focus on listening rather than dictating in these initial interactions signalled a shift from traditional hierarchical leadership to a more inclusive and collaborative approach.

艾米丽作为领导者的第一个官方行动是召开团队会议。然而，这不是专为她自己进行的介绍会议。相反，她邀请团队成员分享他们对于公司现状的看法。这种方法是解除新团队的心理武装；它打破了障碍和隔阂，并从一开始就培养了开放的团队文化。艾米丽在这些最初的互动中专注于倾听而不是指导，这表明了从传统的等级制领导向更具包容性和协作性的方法的转变。

Building Relationships: The Cornerstone of Effective Leadership

建立关系：有效领导的基石

In the weeks that followed, Emily prioritised relationship-building. She scheduled regular one-on-ones with her team members, not just to discuss work but to understand their aspirations and challenges. This effort to connect on a personal level helped Emily to build trust and gain invaluable insights into the team dynamics. She also reached out to peers and other department heads, recognising that cross-functional relationships would be key to her success. Through these interactions, Emily began to piece together a comprehensive picture of the organisation's health and the levers she could pull for change.

在接下来的几周里，艾米丽将重点放在建立关系上。她定期与团队成员进行一对一会议，不仅仅是为了讨论工作，还为了了解他们的愿望和挑战。这种个人层面的联系帮助艾米丽建立了信任，并获得了对团队动态的宝贵见解。她还与同行和其他部门负责人接触，认识到跨部门或跨公司的关系建立对她的成功至关重要。通过这些互动，艾米丽开始全面了解所在组织的健康状况和她可以为改变而采取的措施。

Crafting a Vision: Informed Strategy and Empathetic Communication

制定愿景：有信息支持的策略和富有同情心的沟通

Armed with insights from her team and a deeper understanding of the company, Emily was ready to craft her strategic vision. She identified key areas for improvement and growth, aligning them with the broader organisational goals. However, what set Emily apart was her empathetic approach to communicating this vision. She recognised that change can be daunting, and she addressed these concerns head-on. In team meetings and company-wide communications, Emily articulated her vision while acknowledging the team's apprehensions, thereby cultivating a sense of shared purpose and direction.

凭借从团队获得的见解以及对公司更深入的了解，艾米丽准备好制定她的战略愿景了。她确定了改进和增长的关键领域，并将它们与更广泛的组织目标对齐。然而，艾米丽与众不同的是她与团队沟通这一愿景采用的是富有同理心的方式，因此她认识到改变可能令人不悦，她采用了同理心的沟通方式直接解决了这些顾虑。在团队会议和公司范围内的沟通中，艾米丽表达了她的愿景，同时承认了团队的担忧，从而培养了共同的目标和方向感。

The Outcome: A Testament to Empathetic Leadership

结果：富有同理心领导的证明

Emily's first 90 days were transformative. There was a palpable shift in team morale and engagement. Projects that had been stalled began to move forward, and a renewed sense of purpose pervaded the team. Emily’s approach to her initial days – characterized by active listening, relationship building, and empathetic communication – not only established her as a respected leader but also set a positive trajectory for the team’s future.

艾米丽的最初90天是变革性的。团队士气和参与度明显转变。停滞不前的项目开始向前发展，团队重新焕发了目标感。艾米丽在最初的日子里采取的方法 - 积极倾听、建立关系和富有同理心的沟通 - 不仅确立了她作为受人尊敬的领导者的地位，还为团队未来的积极发展方向奠定了基础。

A Blueprint for New Leaders

新领导者的蓝图

Emily's story offers a blueprint for new leaders stepping into their roles. It highlights the importance of a well-thought-out strategy for the first 90 days. Preparation, understanding the organisational culture, building strong relationships, and effective communication are not just steps in a process; they are the building blocks of successful leadership. As current or aspiring leaders, we can draw inspiration from Emily’s journey, using these insights to navigate the complexities of our initial days in a new role and laying the groundwork for a successful and fulfilling tenure.

艾米丽的故事为新领导者提供了一个蓝图。它强调了为最初的90天制定深思熟虑的策略的重要性。准备工作、理解组织文化、建立牢固的关系以及有效的沟通不仅仅是过程中的步骤；它们是成功领导的基石。作为当前或未来的领导者，我们可以从艾米丽的旅程中汲取灵感，使用这些见解来导航我们在新角色中的初始日子，并为成功和充实的任期奠定基础。

The methodology outlined in above case can be summarised in several key phases, each focusing on specific aspects of leadership transition:

方法论总结 - 以上关于作为新团队领导者的案例中概述的方法可概括为以下几个关键阶段：

Preparation Before Starting:

Considerations: Assessing the effectiveness of the team or function, understanding what's currently working or not working, and identifying the number one issue.

Actions: Review all available metrics, results, and information about the team or function.

开始之前的准备:

考虑因素:评估团队或职能的有效性，了解目前运作的好与不好之处，识别第一要务。

行动:审查所有可用的指标、结果和关于团队或职能的信息。

Day 1: Making a First Impression:

First Team Meeting: Identify key objectives, metrics, and projects. Understand senior management's view of the team's strengths and weaknesses. Discuss scheduling and communication styles. Share plans for the day and near future. Encourage questions to understand team perspectives.

第一天：留下第一印象:

第一次团队会议:确定关键目标、指标和项目。理解高级管理层对团队优势和劣势的看法。讨论日程安排和沟通风格。分享近期和未来的计划。鼓励提问以理解团队观点。

Weeks 1 – 2: Laying Foundations:

Objectives of Key Meetings: Gain as much information as possible and develop relationships.

One-on-One Direct Report Meetings: Focus on understanding team members' time management, real objectives, key staff, personnel issues, areas for improvement, advice for the new leader, and ways the leader can assist the team.

Peer Meetings: Understand peer objectives, challenges, team structure, perspectives on the new leader’s team, how issues are raised, and decisions made with senior management.

第1-2周：打下基础:

关键会议目标:尽可能多地获取信息并发展关系。

与直接下属的一对一会议:重点在于了解团队成员的时间管理、真实目标、关键员工、人员问题、改进领域、对新领导者的建议，以及领导者如何协助团队。

与同事的会议:了解同事的目标、挑战、团队结构、对新领导者团队的看法，以及如何与高级管理层提出问题和做决策。

Months 1 – 2: Strategy, Structure, Staffing:

Use the gathered information to articulate a vision for where the team needs to go over the next few years, what needs to be accomplished, changes required to succeed, expectations of team members, and potentially changing team structure and membership.

第1-2个月：战略、结构、人员配置:

利用收集到的信息来阐明团队未来几年需要走向的愿景，需要完成的任务，实现成功所需的改变，对团队成员的期望，以及可能改变的团队结构和成员。

Month 3: Communicating and Driving Change:

Share with the entire team what has been learned from the information-gathering process, team changes, and the vision for the future. Define critical attributes of team members, set specific time-lined goals and benchmarks, establish how the team will operate, and establish task forces for key change initiatives.

第3个月：沟通和推动变革:

向整个团队分享从信息收集过程中学到的内容、团队变化和未来的愿景。定义团队成员的关键特质，设定具有时间限制的具体目标和基准，确定团队的运作方式，并为关键变革倡议成立特别工作组。

Conclusion

结论

As we have seen in Emily's case study, an effective leadership transition is crucial not only for personal growth but also for the development of the team and the entire organisation. If you wish to achieve similar success in your leadership journey, our expert team is ready to offer support and guidance.

正如我们在艾米丽的案例中所看到的，高效的领导力转型不仅关系到个人的成长，也关系到团队和整个组织的发展。如果您希望在自己的领导旅程中实现类似的成功，我们的专业团队愿意为您提供支持和指导。

What we offer is more than just training – it is a pathway to exceptional leadership. Whether you are just embarking on your leadership career, or looking to enhance your existing leadership skills, our customised training programs are designed to meet your needs. By reaching out to us, you will be able to:

我们提供的不仅仅是培训 - 我们提供的是一条通向卓越领导力的路径。无论您是刚刚开始领导生涯，还是希望提升现有的领导技能，我们的定制化培训方案都能满足您的需求。通过与我们联系，您将能够：

Receive targeted consultations and analyses to help you clearly understand the strengths and challenges of yourself and your team.

Gain access to training programs tailor-made for your team, aimed at improving team efficiency and collaboration.

Learn practical leadership skills and strategies that have been tested and applied across various organisations.

接受针对性的咨询和分析，帮助您清晰地了解自身和团队的优势与挑战。

获得专门为您的团队量身定制的培训方案，以提高团队效率和协作能力。

学习实用的领导技巧和策略，这些技巧和策略已经在多个组织中得到了验证和应用。

Contact us today to start your personalised journey towards leadership improvement!

联系我们，开启您的定制化领导力提升之旅！

About Us

"International standards of service, leveraging local expertise"

BMC Partnership was founded and registered in Shanghai, China at the start of 2018. The company is a partnership and is wholly owned by its two founding partners, Shaun Corrigan (CEO from UK) and Charlie He (Managing Director from China).

BMC合伙企业于2018年初在中国上海成立并注册。该公司是一家合伙企业，由其两位创始合伙人肖恩·科里根（英国首席执行官）和何查理（中国董事总经理）全资拥有。

Shaun and Charlie realised the ongoing need in the Chinese business services market for products of an international standard and the poor quality of many of the existing provider offerings - largely due to a lack of real world business experience and inability to offer tailored solutions.

肖恩和查理意识到，中国商业服务市场对国际标准产品的持续需求，以及许多现有供应商产品的质量较差 - 很大程度上是因为缺乏现实世界的商业经验，无法提供量身定制的解决方案。

Since 2018, we have maintained and developed our shared vision: offering clients cost-effective, fully customised professional solutions as a service standard.

自2018年以来，我们一直保持并发展了我们的共同愿景：为客户提供具有成本效益、完全定制的专业解决方案作为服务标准。

To further benchmark our service standards we are also the licensed China Centre for City & Guilds – the UK’s premier vocational training provider since 1878 – offering accredited business qualifications in English with university entrance pathways.

为了进一步衡量我们的服务标准，我们也是英国伦敦城市行业协会中国授权中心 - City&Guilds自1878年成立以来一直是英国最主要的职业资格认证和颁发中心，并得到全球80多个国家的企业、政府、院校的认可 。

Our ongoing commitment to quality, service, and value has allowed us to continue our growth beyond the Chinese market and to develop an increasing range of market-tested customised business products and services.

我们对质量、服务和价值的持续承诺，使我们能够在中国市场之外继续增长，并开发出越来越多的经过市场测试的定制商业产品和服务。

如果您有兴趣进一步拓展以上知识，请与我们联系，一同探讨我们经过市场测试的全定制培训计划。

Contact (English & Chinese):

Charlie He - Managing Director, BMC Partnership (Shanghai) / Head of Centre, City&Guilds China Centre

Tel: (+86) 186 2187 6930

Email: charlie01@bmconsulting.cn

WeChat: Charlie_HeYu

Company address: 上海市黄浦区人民路885号淮海中华大厦615室 / Room 615, Huaihai China Tower, Ren'min Road 885, Huangpu District, Shanghai China

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