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Every project needs someone “senior” to mentor and train others - you should trust that this person will do a good job and build the team - it’s why they’re “senior”. Don’t staff a project with only junior/new people.
If you’re that senior person, delegate, mentor, and build the team. Trust that you have the right people, push them hard, and help them grow. As a leader, your job is not to do it all - it’s to coordinate and support everyone else.
For stress: don’t. I know this is a bit of an annoying answer and easier said than done, but you’ll be more effective if you can stay calm, cool, collected, and in-control for the team.
Happy to discuss more if you’d like to dig in.
thanks P1. I am building brand new team for technologies that are new to me and my senior leadership and i am tasked with "senior" role you mentioned. there will be folk on my team who will be skilled in new tech but they are new to account. i had hands on role so far on past engagements so i could set direction for team and was able to manage risk and quality. in this environment how do i manage risk without delaying delivery and also push folks with whome i have never worked. i don't want to come as hard charging lead at start of project but also instill rigor in my team from early days. my goal is to built stong team and grow the leads who can expand on new projects in portfolios