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Virtual events: The ultimate marketers’ guide

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Virtual events: The ultimate marketers’ guide

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Virtual events weren’t born of COVID-19, but their development and evolution were dramatically accelerated by the pandemic.

It’s indisputable that virtual events are as varied in format as their physical world counterparts. In purpose, composition, duration, presentation technology, virtual events are as wide-ranging as the organizations who are pioneering this medium.

This guide is for marketers who are looking to build their sales pipelines, acquire customers and retain existing customers with virtual events. Here’s what’s inside:

Estimated reading time: 17 minutes

What is a “virtual event”?

The definition of “virtual events” is evolving rapidly. For this guide, we’ve defined them as live and/or recorded presentations, typically organized by topic or subject. This guide focuses on virtual events produced for business purposes, including building sales pipelines, acquiring customers and retaining existing customers

Content may be presented live or may be recorded. Often it is available for live on-demand after it premieres live or recorded. Virtual events typically require attendees to either pay for access or provide their personal information in lieu of payment.

Most virtual events feature more than one presentation. Webinars, which have been produced since the 1990s, are one variety of virtual event. Typically they feature one presentation.

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In addition, 1-to-1 meetings arranged between vendors and participants may be offered as a component of virtual events or may be the entirety of the programming.

Virtual events also typically feature networking opportunities for attendees and participating exhibitors/sponsors. These activities include audience polling, chat, Q&A, along with elements intended to entertain the audience like group yoga, bartending, DJ/music events, and virtual swag and meals delivered to the attendee’s location. Much more on networking is here.

Virtual event history

The development of virtual events began in the mid-1990s with several software applications that enable users to share their screens.

PictureTel introduced LiveShare Plus software, an application that provided users with remote access to another computer. In 1996, Microsoft introduced NetMeeting, which enabled users to communicate and exchange data in real-time.

Xerox released the first webinar software, PlaceWare, later that year. PlaceWare allowed users to create presentations that many others could attend. PlaceWare also included several features that are staples of webinars today, including audience polling, private chat, and the ability to elevate a webinar attendee to a presenter.

Webinar platforms proliferated at the end of the 1990s. Notable platforms debuting then included Cisco’s WebEx Meeting Center, GoToMeeting and On24.

For more on the history of virtual events, visit this page.

COVID, changes in customer behavior accelerated virtual event development

COVID accelerated the pace of virtual event development as prospective attendees sought alternative professional development opportunities and ways to stay connected with their professional community. Solutions providers, precluded from participating in live events, sought alternative ways to identify prospects.

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Virtual event/webinar platform provider On24, which is publicly traded, illustrates the growth COVID-19 spurred. The company added nearly 600 customers in 2020, compared to just 150 in 2019. Its revenue grew 76% in 2020, compared to just 8% in 2019.


On24 Growth, 2018 to 2020

2020 2019 2018
Customers 1994 1401 1241
Sales ($ millions) $156.90 $89.10 $67.80

Source: Martech analysis of On24 earnings reports


Changes in the sales dynamic, particularly the B2B environment, also accelerated the adoption of virtual events.

Customers are educating themselves before contacting company salespeople. That means offering access to information about products and services online is essential in this environment.

In addition, virtual event platforms and technology stacks cost-effectively facilitate customer engagement at scale, engaging large numbers of prospective customers and customers.

The cost of participating in virtual events, in addition to producing them, is typically a fraction of the cost of participating in an in-person event.

Virtual events are a viable alternative to in-person and popular with attendees

Interest in virtual events is likely to remain high, as the timeline for a return to in-person events remains uncertain. Marketers are reluctant to attend large gatherings. Nearly 50% said they won’t attend an in-person event through the first half of 2022, according to MarTech’s Event Participation Index, which measures marketers’ attitudes toward attending in-person and virtual events.

Half of Marketers Expect to Attend an In-person Event in 2021

Source: MarTech Event Participation Index

Meanwhile, virtual event participation — and satisfaction with them — is high. Eighty-one percent of marketers responding to the Event Participation Index survey said they attended a virtual event in the last three months, and three-quarters said they were satisfied with the experience. (Editor’s note: Respondents were marketers who self-selected to participate in this survey. Results for other industries and populations may be different.)

Marketers attend/are satisfied with virtual events

Source: MarTech’s Event Participation Index

Three in four marketers said they were satisfied with the virtual event experience. Factors contributing to the high degree of satisfaction included:

  • Risk of infection is not a concern
  • Most virtual events are free or relatively inexpensive, compared to in-person events, to attend
  • Travel — and the associated expense and investment in time — is not required
  • Participants can engage with virtual event content at their own pace, provided live sessions are available on-demand

While 100% satisfaction will remain an aspiration, there’s room for improvement rooted in the disconnect between what the medium is able to deliver and what attendees expect.

Virtual events are NOT physical events

Virtual events provide an experience that’s different from physical events — for attendees and exhibitors/sponsors alike. The experience is so different, it’s unfortunate the “event” analogy and terminology was adopted to describe virtual events at all.

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For attendees, perhaps no online experience can replicate the energy of a packed ballroom of people anticipating an inspirational keynote, the electricity of an expo hall humming with engagement, a chance meeting with a like-minded peer, or reconnecting with colleagues or friends.

For exhibitors/sponsors and speakers, the tactile satisfaction of being face-to-face with customers has not translated well.

Attempts to replicate the expo hall experience for exhibitors have fallen particularly flat. The Second Life-like representations of virtual booths don’t effectively connect buyers and sellers. Meaningful engagements haven’t occurred in volume adequate to justify creating and staffing a virtual booth.

Virtual events excel at identifying prospects and their intent to purchase, and bestowing thought leadership

Disciples of the marketing funnel analogy are likely to categorize virtual events as top-to-mid funnel opportunities. They are highly effective in attracting attendees, gathering intent data from those who register, and enabling exhibitors/sponsors to demonstrate authority and thought leadership.

Virtual events are capable of attracting more registrants and participants than their physical counterparts. They eliminate barriers that limit in-person event attendance including travel/entertainment costs and scheduling conflicts.

Data gathered from virtual events can also signal that certain individuals are likely to be interested in hearing from exhibitors and sponsors. Intent data can be a byproduct of participating in the event. (Did a given individual register, attend or participate?) Or it can be solicited and provided by participants in questions asked during registration or via applications like polling that solicit responses to questions.

Thought leadership opportunities are unlimited since the time and space limitations of physical events don’t apply; the amount of inventory and the time available to present depend on the amount of content there is to present. The attention of the audience is the only aspect of a virtual event that is finite.

Virtual event “networking”

Creating rewarding and scalable networking opportunities that serve all constituencies is the trickiest aspect of executing virtual events. It’s also been the least satisfying aspect for attendees, exhibitors and other event participants.

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“Networking” is an ill-defined activity. Even at in-person events, it means different things to different participants, depending upon if networking is attendee-to-attendee, exhibitor-to-attendee, speaker-to-attendee, exhibitor-to-exhibitor, press-to-exhibitor, etc.

For exhibitors, networking typically means meeting potential prospects, business partners, press/analysts and investors. Exhibitors often use “engagement”, “interaction” and “networking” interchangeably to describe these activities.

Meanwhile, attendee expectations of “networking” may be vastly different, depending on the type of event they are attending. The motivation for attending trade shows may be principally commercial, e.g. attendees go to buy things for their stores and businesses. The commercial opportunities are front and center, while training and networking play supporting roles.

“Conferences,” on the other hand, are predominantly educational sessions and keynotes. Commercial activities are often limited to cocktail hours, coffee breaks, and meals. Conference attendees may define networking as meeting like-minded professionals during meals or after-hours activities, being able to ask questions of presenters during/after sessions or arranged meetings via “birds of a feather” tables, speed networking or meeting apps like Braindate or Brella.

With the diversity and potential mismatch of exhibitor/attendee expectations, it is not surprising that producers of online events have struggled to fulfill the expectations of networking. Fifty percent of producers surveyed in the Virtual Event Tech Guide said their top frustration with virtual events was matching the level of engagement provided by in-person events.

Source: The Virtual Event Tech Guide 2021 from EventMB

It’s just not like being there

The rewards of attending an in-person event have kept participation high because physically being with others in-person with similar interests and sharing a common experience, when properly orchestrated by the event producer, is satisfying. (Interested in learning more about the psychology of events? Check out The Power of Moments: Why Certain Experiences Have Extraordinary Impact by Chip and Dan Heath.)

Unfortunately, the tactile pleasures of in-person gatherings are absent in virtual environments. For each person, the experience is mediated by the device they’re accessing the event on, the software they’re using and the bandwidth they have.

In addition, the environments they chose for viewing — coffee shops, living rooms, offices or conference rooms — influence the experience greatly and are beyond the control of the organizer.

Overcoming the mediated nature of virtual events is not possible, at least today. Organizers have no choice but to work within the capabilities of the medium and do their best to overcome the limitations.

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Making the exhibitor-attendee connection with virtual events

Like other lead generation tactics, connecting with virtual event attendees is often based on an exchange of value. Exhibitors offer something of value to attendees in exchange for their attention and agreement to share their personal information.

Valuable content is the most commonly used tactic to get attention. Compelling and successfully promoted sessions are the typical drivers of attendance.

Once an attendee accesses a presentation, the opportunities to engage begin to unfold: real-time chat and Q&A, book a demo, ask a question and polling are just a few of the on-screen presentation connections that can be accomplished.

Supplemental experiences can be promoted while you have the attendee’s attention, such as small-group video chats, one-on-one meetings with speakers and invitations to visit a virtual booth.

Offering incentives (a version of gamification) is another way to encourage attendee engagement and maintain attention. Gift cards, goodie packages and food/drink/swag giveaways are all tactics exhibitors are using to achieve these goals. Registration data, whether provided pre-event or used post-event to invite attendees to a supplemental activity, is key to ensuring the success of these incentives.

Allocating resources to making connections

Exhibitors need to be mindful of whether these opportunities to network are “live” or asynchronous and plan resources accordingly.

If the activity is truly live, as is the case with Q&A, group chat and virtual booths, those apps can’t be left unattended during “show hours”; staff must be present and able to respond to requests from all attendees who might want to engage. Asynchronous alternatives must be available when staff isn’t available to respond.

Asynchronous engagement applications don’t require 24/7 staffing but are integral to the virtual event experience. Since space and time don’t apply to virtual events (at least not to on-demand presentations), exhibitors need to be able to communicate with prospects whenever they choose to engage.

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Enabling access to applications typically available on the exhibitor’s website — “request a demo,” contact us or even chatbots — are effective ways to be responsive in an on-demand environment.

Regardless of how you connect, be mindful of attendees’ willingness to engage: Just because someone has given permission to be contacted, participated in a virtual session, attended a networking event or visited a virtual booth does not mean that they are a buyer. As in the physical world, they should be qualified before they are sold.

Making connections in the virtual world is going to be an issue that producers and exhibitors struggle to overcome in the coming months and years.

Choosing the right virtual event marketing technology: platform or stack?

The debate continues to rage in marketing technology circles whether deploying an all-in-one platform or assembling a “stack” of best-of-breed applications yields the best results.

See examples of martech stacks here.

That’s the choice facing virtual event producers now, and the benefits and pitfalls of each approach apply to virtual event production as well.

Define the objectives and requirements upfront

As with any marketing tech choice, the answer to the question, “To platform or stack?” depends on what you are trying to accomplish. Start by defining your objectives. Are you producing a tradeshow with lots of sponsors, and therefore attendee/sponsor interaction is the goal? Is it a training course, where learning is the key benefit? Or is attendee-to-attendee networking the root of the value that will provide? Answering these questions (and many others) will guide the decisions you make.

If, for example, you are planning for a large event, with thousands of attendees and presentations, being mindful of scale is important because you’ll need a high-performance platform that can handle a large number of participants simultaneously. If, on the other hand, your event will have limited attendance and features pre-recorded content, or it’s a mixed scenario with live and on-demand content, you face a completely different set of challenges.

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The implications of your business model or desired event experience can’t be overstated. There is no one-size-fits-all solution. You’ll have to dig in to find the right solution. Start with the three “Ds”:

  • Document the required features;
  • Define use cases for key stakeholders;
  • Determine the budget.

In addition to the objectives, you need to define requirements, a list of features you expect to have for attendees, sponsors and your team. Making a detailed list will get you started on the right path and save you a ton of time in the long run. You’ll avoid pointless conversations with the hundreds of vendors now vying for your virtual event business.

Your requirements should start with ideas about what kind of experience your attendees expect, including an easy registration form that is mobile-friendly. Will you be charging for registration? If so, how does the registration system handle payments (and refunds)? Are there multiple ticket types? Will the event be live, pre-recorded, or a mix of both? How will attendees connect? What benefits do sponsors get? How will you measure activity, engagement, and ultimately the success of the event?

Make certain your requirements take into account the business model of your event. For example, if your event is free for attendees, and sponsors will pay the freight, you’ll skew your requirements to sponsor needs such as branding, reporting, and support. Likewise, if your event model relies on matchmaking or 1:1 meetings, you’ll need to flesh out your meeting requirements. Whenever possible, involve key constituents — attendees, sponsors and your team — in decisions. You’ll earn much-needed buy-in during the process, which is vital for the success of any martech project.

All-in-one virtual event platforms provide a standard set of features. You’ll love some of them, loathe some of them, and ignore others.

Depending upon the capabilities of your team, choosing an all-in-one platform may be wise to impose structure, particularly in workflow. You’ll inherit a defined way of doing things and the support of the vendor’s client services team including onboarding and training.

The alternative to an all-in-one platform is an event “stack.” A stack will consist of tools that deliver the same or more functionality as a platform, but with the benefit of allowing you to swap out or add in elements as needed.

An event stack approach gives you the flexibility to integrate cutting-edge technologies and features and is generally less expensive than using an all-in-one platform.

So, what are the drawbacks of a stack? You’ll be sourcing elements from different vendors and will need to connect them all to provide a seamless experience for users and aggregate data for sponsors and your use. You’ll also be on your own; stacks don’t come with client success organizations to support your efforts.

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Avengers (er, stack), assemble!

Assembling your own event stack means taking ownership over things such as managing disparate registration and content management systems and landing pages, video hosting, and other widgets and tools. You’ll want to lean heavily on your requirements document and stick to what matters. Do you need surveys and polls, or are those just things that feel good to have but that you don’t use in your event? Do you have a lot of sponsors or no sponsors? That will impact your reporting needs. Is there live Q&A during sessions, or will that happen in a Slack channel, or in a private Facebook group?

Assembling a virtual event stack offers flexibility and is potentially less expensive. But assembly comes with its own set of drawbacks and caveats. For example, if you don’t have a technically capable or curious team, it can be overwhelming to try to connect all the dots between different solutions. A well-designed event stack will have more moving pieces than an all-in-one event platform. You’ll have to manage multiple vendors and won’t have a single source of support.

While the idea of having everything in an all-in-one solution sounds comforting, it can also be extremely limiting. In this virtual, digital environment, where innovation is happening as quickly as customer expectations, locking yourself into a single platform contract could have some significant drawbacks in terms of your ability to be agile and flexible and to create the ideal experience for your customers.

If you intend to explore the event stack route, we recommend you get clear on your core requirements and match them directly to your business model. Identify who on your team can handle integrations and prepare everyone so they understand the benefits of building a stack, and how it changes everything from the front-end user experience to the way they manage events.

So, what’s the better approach: all-in-one or stack? It depends. You can only answer the question by taking the time to understand your requirements, budget, and the experience you want to deliver.

The future of events: “Always on,” physical and virtual

Looking to the future, many analysts and industry participants expect a hybrid future where events include both physical and virtual components, which may include online marketplaces. The trade show industry has long paid lip service to this concept, but few of its leading players have fully embraced the idea.

In their book “Reinventing Live,” Denzil Rankine and Marco Giberti predict marketers expect live events to return, but won’t abandon virtual events. “We’re going to have a mix,” Rankine said. “We’re going to find that some versions of events are working very well online; businesses are having an impact, making money, and so on. And certain models — for example, one-to-one meetings work that way.”

Other predictions and observations Rankine made in Reinventing Live and an interview MarTech conducted with him:

  • In-person events will return, but there will be fewer of them, and attendance is likely to be reduced. Some of the digital-only events are going to continue. All face-to-face events will be supported by digital tools.
  • Some event organizers will only produce in-person events. “Some people only like to read newspapers on paper; they’ve got ink in their blood. And you’ve got that in the events industry too,” he said
  • “In a few years’ time, we won’t even be talking about virtual or hybrid. We’ll just be talking about events; it’s a given that you’ve got all these digital extensions.”
  • In addition to the negative environmental impact associated with unnecessary air travel, the people at brands who hold the purse-strings — and perhaps don’t attend events themselves — will be highly conscious that businesses continued to function last year without the need to expense flights and hotel stays.

Virtual events: a catalyst for always-on events?

Innovative event producers and their customers have long dreamed of creating an “always on” event. Such an “event” would connect buyers and sellers 24-7-365, the way that Amazon and Walmart serve consumers.

“365 is ambitious and tricky,” Rankine conceded. Where there’s a 365-day workflow, however, it may become a realistic goal. B2B customers routinely use ten or more channels to interact with suppliers, according to a recent McKinsey & Company study. The potential for virtual events to participate in that ecosystem is high.

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Marketing work management: A snapshot

What it is: Marketing work management platforms help marketing leaders and their teams structure their day-to-day work to meet their goals on deadline and within budget constraints, all while managing resources and facilitating communication and collaboration. Functions may include task assignments, time tracking, budgeting, team communication and file sharing, among others.

Why it’s important today. Work environments have changed drastically due to the COVID-19 pandemic. This has heightened the need for work management tools that help marketers navigate these new workflows.

Marketers have been at work developing processes that allow them to work with those outside their own offices since marketing projects—campaigns, websites, white papers, or webinars—frequently involve working with outside sources.

Also, with marketers required to design interfaces, write content, and create engaging visual assets today, more marketers are adopting agile workflow practices, which often have features to support agile practices.

What the tools do. All of these changes have heightened the need for marketing work management software, which optimizes and documents the projects undertaken by digital marketers. They often integrate with other systems like digital asset management platforms and creative suites. But most importantly, these systems improve process clarity, transparency, and accountability, helping marketers keep work on track.

Read next: What is marketing work management and how do these platforms support agile marketing


About The Author

Chris is a founding partner and CEO of Third Door Media, the publisher of MarTech and Search Engine Land, and producer of the MarTech Conference and Search Marketing Expo – SMX. TDM accelerates customer acquisition for its clients by providing trusted content and targeted marketing programs that deliver qualified prospects. You can reach Chris at chris[at]thirddoormedia.com.

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MARKETING

8 Best Tactics to Lead a Team with Zero Experience

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8 Best Tactics to Lead a Team with Zero Experience

‘How to lead a team?’

This is a burning question for team leads, especially first-time managers.

The ultimate purpose of team leads is to encourage and help their team deliver peak performance while nurturing their skills. They need to establish clear expectations and supervise their team to achieve business goals efficiently.

However, developing effective leadership skills requires considerable experience. To lead a team with zero experience can be thus daunting and overwhelming.

If you are a first-time manager, you should embark on your journey by understanding your role and responsibilities. Taking small yet thoughtful steps will help you develop essential leadership skills.

In this post, we will share the eight best tactics that will help you lead a team with zero experience.

Key Tips to Lead a Team with No Experience

Here’s the comprehensive list of best tips and practices to help you lead a team successfully.

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#1: Admit Experience Limitations to Your Team

Helen Hayes once quoted –

“The expert at anything was once a beginner.”

These words accurately describe the fact that one cannot earn expertise overnight. It takes determination, time, and hard work to sail through the process.

So, if you want your team to thrive, you need to be honest with your team. Don’t conceal the fact that you lack leadership experience. Admitting experience limitations to your team will make them considerate of your situation. This will create a bond of understanding between you and your teammates.

Here are a few tips that’ll help you overcome your experience limitations.

  • Stay Focused: Unless you understand the client’s requirements, you won’t be able to guide your team. So, keep a sharp focus on everyday tasks.
  • Be Proactive: Participate actively in all the tasks to keep your team engaged and motivated.
  • Embrace Humility: Be open to listening to your team’s perspective. Embracing different viewpoints will help you deal with tricky situations with ease.

#2: Have the Confidence to Lead a Team

According to Gallup, managers that lead a team successfully have the following traits.

  • Ability to motivate and engage their team
  • Assertiveness to drive outcomes
  • Confidence to overcome adversity
  • Ability to build transparent relationships

Out of these traits, confidence is the most pivotal.

The reason? A leader’s confidence impacts their team’s confidence.

While it’s true that you lack experience, it doesn’t mean you can’t lead a team and make it big.

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Don’t let your experience impact your confidence.

Develop a constructive mindset to empower your team. Focus on improving your problem-solving skills and get involved with your team in the projects. Understand your teammates’ strengths and weaknesses to gauge their potential, thereby delegating tasks to the right people.

Show your human side and stay honest about everything to be approachable. If you commit a mistake, accept it openly in front of everyone. This will make your teammates comfortable working with you.

The key is to lead by example. This will help you stay confident and increase your chances of achieving desired business outcomes.

#3: Create Open Door Communication Policy

An open-door policy signifies a set of protocols encouraging employees to discuss their queries, challenges, or suggestions with their senior-level managers.

Since communication is a key to building efficient teams, an open-door policy can be a game-changer for you. It can help create and maintain a transparent and unbiased work environment by improving the communication between you and your team.

No wonder, leading companies like IBM follow an open-door policy to promote effective communication at the workplace.

Here are a few tips to consider.

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  • Communicate Expectations: Create a brief outline stating the communication rules. Further, educate your team about how it works and its benefits.
  • Set Boundaries: Providing a solid communication ground to your team is good, but without boundaries, it can lead to the loss of valuable time.

For instance, you can allow your employees to walk in the cabin at any instant. If this doesn’t seem feasible, you can standardize the process. Ask your team to book an appointment for the discussion.

#4: Reach Out to Experts for Assistance

Dealing with conflicts, doubts, and distractions may seem draining as you progress in your managerial journey.

Take the help of a mentor to cope with tricky situations.

An experienced mentor can help you develop decision-making skills while gaining a new perspective on leading a team. With their guidance, you can move on an upward trajectory and establish yourself as a strong leader.

Here are a few ways to connect to an experienced mentor for guidance.

  • Professional Network: Reach out to people in your professional network with expertise, experience, and industry knowledge.
  • Social Media: Leverage the power of social media channels like LinkedIn, Reddit, and Quora. These platforms have a plentitude of subject matter experts and industry leaders.
  • Comprehensive Platforms: Count on platforms like GrowthMentor and TheMuse to discover the best leaders from your industry.

Pro Tip: Become a part of the About Leaders community, where industry leaders share valuable advice and tips on positive leadership. Reading researched and well-written blog posts shared by experts on About Leaders will help you develop a leader-like mindset, thereby preparing you for success.

Besides, you can enroll in leadership-building courses by About Leaders, trusted by 30,000 international leaders.

#5: Set Clear and Realistic Expectations

Setting clear and realistic expectations for your team reduces the chances of project failure. It helps the team members understand their responsibilities and create a solid strategy to meet the expectations.

Here are a few tips for setting clear expectations.

  • Emphasize Goals: Define actionable objectives for each member. The goals should be specific, measurable, attainable, relevant, and time-bound (S.M.A.R.T).
  • Make Employees Accountable: Set milestones according to your team members’ skills and experiences. Set realistic deadlines to ensure successful project completion.
  • Track Your Team’s Progress: Keep a tab on your team’s progress by implementing productivity tracking tools like Trello and Toggl. These project management platforms can help you monitor your team’s performance, thereby boosting the chances of your success.
  • Share Timely and Honest Feedback: According to ClearCompany, daily feedback improves employees’ engagement by 3x. So, try offering feedback at the end of the day or at least in a week to boost team collaboration.  

#6: Provide Resources to Help Your Team

To be a good leader, you should support your team with a well-constructed tech stack. This will not just simplify and streamline their tasks but also increase their trust in you as a leader.  

For instance, if you are leading a team of sales reps, implementing customer relationship management (CRM) software can help your team collect customers’ data. This can boost their work efficiency and help them achieve their goals.

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The key here is to talk to the team and understand their challenges. Based on pain points, offer resources like task automation tools, communication platforms, and CRMs. This will help your team communicate, collaborate, and stay organized and efficient.

Pro Tip: Create a culture of learning and knowledge-sharing by organizing brainstorming sessions. Allow your team to collaborate once a week and discuss innovative ideas. You can even arrange monthly webinars or seminars by inviting guest speakers. This will foster a happy and productive environment, thereby keeping your team motivated.

#7: Ask For Feedback at the End of the Project

As a first-time manager, you should keep learning and improving your leadership skills.

Your team’s feedback on your leadership can help you lead with high effectiveness.

So, ask your team what went right and wrong during the task.

Here are a few crucial questions to consider:

  • In what ways can I improve team communication and time management?
  • Did I do justice to my role?
  • What skills can help me lead a team efficiently?
  • Do you consider me a fair and unbiased leader?
  • Do you trust me for our upcoming projects?

Encourage them to offer honest feedback on your role as a leader. This can help you understand your team’s perspective on your leadership style.

#8: Reward Your Team for a Good Job

Acknowledge and reward your team for a job well done.

This will let your team know their contribution and effort are highly valued and appreciated.

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What’s more? Appreciation can boost their morale and motivate them to perform even better in the future.

Notice the following screenshot of a survey conducted by O. C. Tanner. As you can see, it reveals that employee recognition is the most vital driver of great work.

Here are a few tips to reward your team.

  • Offer Time-Off: Allow your team to take some time off and unwind. This will promote a healthy work culture.
  • Share Thoughtful Gifts: Give small gifts such as chair massages, movie tickets, and more.
  • Offer Non-Monetary Gifts: Rewards don’t need to be monetary always. You can give them a quick shoutout in an email with kind words. This will make them feel valued.

Summing Up

Team management is a challenging task.

Lack of experience can make it further difficult for first-time team leads to justify their role. They need skills, a learning attitude, and patience to develop a good rapport with their teammates.

The shared tips can boost your confidence and help you establish yourself as a trustworthy leader. So, follow these tactics to find your footing as a manager.

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