Take time to listen to your team:
Understand their hopes, fears, and dreams. Casual time by the water cooler, rather than a formal expectations meeting in an office, is often the best way to get to know your colleagues and team members.
Say thank you:
We all crave recognition. We want to know we are doing something worthwhile and that we are doing it well. Make your praise real, for real achievement. And make it specific.
Never demean a colleague:
If you have criticism, keep it private and make it constructive. Don’t scold them like school children. Treat them as partners and work together to find a way forward.
Delegate meaningful work which will stretch and develop your team member. Yes, routine rubbish has to be delegated, but delegate some of the interesting stuff as well. Be clear and consistent about your expectations.
Have a vision:
Show where your team is going and how each team member can help you all get there. Have a clear vision for each team member: know where they are going and how you can help them get there.
Trust your team:
Do not micromanage them. Practice MBWA: the gurus call it “manage by walking around.” The better version is called “manage by walking away.”
Be ready to have difficult but constructive conversations with struggling team members early. Don’t shade or hide the truth. Honesty builds trust and respect, provided you are constructive with it.
Set clear expectations:
Be very clear about promotion and bonus prospects, and about the required outcome from each piece of work. Assume that you will be misunderstood: people hear what they want to hear. So make it simple, repeat it often and be 100% consistent.
You have two ears and one mouth: use them in that proportion. Listen twice as much as you speak. Then you will find out what really drives your team members and you can act accordingly.
Don’t try to be friends:
It is more important to be respected than it is to be liked. I f your team trusts and respects you, they will want to work for you.