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Q:   Dear Carol: I was recently promoted to team leader and I now manage day to day activities for a small project-improvement team.  We are all peers and I am concerned about keeping the team productive and to make sure they respect me in my new position and do as they are told. I have a slacker/wise ass on the team, who I anticipate will be a problem for me.  I was thinking about having a meeting with team and setting my expectations of the team. I am having issues with doing this tactfully and so make sure the team knows I mean business.  Can you offer a new team lead some advice?

Nervous Newbie

A:  Dear Newbie: When you sit down with your team make sure it is with an attitude of listening and working things out TOGETHER (not just "laying" it on them!). Ask them what their expectations are of you, now that you are their leader. You can do this anonymously to start if you believe they will not be forthcoming in an open forum. You can also include questions such as, "How could I improve how I motivate this team?" This can be done using an on-line questionnaire (look for free questionnaires at SurveyMonkey.com), then follow up with an open forum. During this meeting also talk about what your expectations are of them - either as a group and/or for each person.

Also include what you expect of yourself and what they expect of themselves. For example: "I expect myself to be open in my communications with each of you by speaking to you in person at least once a week." "I expect you to be available to speak to me in person at least once a week."

After any questions and discussion there needs to be AGREEMENT on EACH of the expectations - if you or a team-mate do not agree to it, have some discussion about why not, but do not use a power-play to force anyone to agree to something that is uncomfortable to them. Capture these agreed-to expectations in a document that can be referred back to, to check on how everyone is living up to the expectations.  Review these and the team's performance regularly (I suggest monthly at first, then quarterly).

Building TRUST in your new position is essential, and making sure you follow up on all your agreed-to expectations is a great way to model the type of accountable behaviors you'd like to experience in the team.

Good luck!  Carol Warkoczewski