A personal account of transitioning from a successful individual contributor to a leadership role in talent acquisition.
Managing a large team for the first time reveals unexpected challenges like stakeholder pressure and a lack of leadership support.
Middle managers must balance team needs for autonomy and support with upper management's demands for delivery and positive messaging.
Discovering low team engagement and morale through an employee survey leads to a difficult but necessary leadership feedback workshop.
Implementing specific changes based on team feedback, such as increased delegation and transparency, resulted in a 22-point jump in engagement scores.
A manager's success shifts from personal accolades to enabling team members to succeed and be recognized for their work.
Prepare for a leadership role by seeking more responsibility, finding internal and external mentors, and continuously learning from others' experiences.
Learn how to recognize introverted team members asynchronously and why new managers should always assume they have more to learn.
Sensory-Minds GmbH
Offenbach am Main, Germany
Hubert Burda Media
München, Germany
23:02Meghan Hennessy
24:29Natalie Hylton
26:46Dr. Fanny Jimenez
19:50Michelle de Bruijn
18:22Julia Schroeder, Dennis Schmidt, Stefan Menschner & Tabitha Kleine
22:39Stefan Menschner, Tabitha Kleine, Alexander Weißhaupt & Vanessa Zellien
18:11Mahmoud Aly
22:34Manjuri Sinha
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Jobs that call for the skills explored in this talk.
Wolters Kluwer
Alphen aan den Rijn, Netherlands
McGregor Boyall Associates Ltd.
Travel Chapter
Northam, United Kingdom
