A-Z Team Leading

One of the most daunting challenges for any new manager. Here are some key bitesize pointers……

A ssertiveness
This is about taking the lead, and making things happen. The performance leader enables forward thinking in a proactive style with an attitude to match

B alanced
Be consistent, see things for what they actually are based on fact, and maintain a team view. It is very important to balance up your own performance needs with those of individuals and the business. We always talk in terms of ‘what’s in it for me’

C onsistent and C redible
What do team members value the most – well simply a manager or leader that they can relate to, that is consistent and always supports them/the team. If you had to think about a leader you had worked for in the past, and who you rated highly the theme of consistency would be one of their top qualities

D ont ‘just’ manage – Lead
Leading means energy, drive, determination, energising others when they need it, having that x factor to make things happen, and actually achieving results through people who want to deliver. Leading is about having the vision, and cascading this to individuals in a way that they can relate to and take forward. So many leaders fail because they underestimate the power of ‘I’

E motional Intelligence
The understanding of your own and others emotional state. How to manage this and how to manage the off shoot behaviours. Be aware and recognise emotions in others, and manage your relationships with them to get to an end result. Try new things out, be prepared to change to meet the needs of others’ emotional situation.

F lexible
Being a results orientated team leader means being able to formulate plans and take decisions based on that before you. This is to have the ability to utilise team members to add value, ideas, take on board comments to achieve a team result. Flexibility to change tactics and direction are vital

G ive effective praise
Praising your people is one of the most enjoyable and rewarding parts of a team leaders role. Done badly however it is at best a wasted opportunity to motivate and inspire, and it can be de-motivational. Why not give praise regularly with a lasting motivational effect
It’s amazing how far a thank you can go

H elpful
The most successful managers ‘appear’ to have time for everyone. If you can create the inpression that you always have 5 minutes then you’ll always appear in control, professional and to be working under the quality banner

I nspiring and Innovative
Understand and go out of your way to learn what inspires and drives your team both individually and collectively. The secret is in creating an inspirational culture. Allow mistakes to be made but do this in a learning coaching culture where performance improves measurably

J ustifyable action
Successful team leaders are team players, but also they know when to go in and when to stay out being able to both qualify and substantiate decision making

K now how you can affect others to affect results
Team leaders need to stand for something otherwise they run the risk of standing for nothing. It is important to understand what your something means to others and how will this affect the team results

L ess formality Leadership
This is about being a leader as a part of the team. We have lost count of how many team leaders we have met who want training for the team – of which they do not see themselves as a part.

M otivate to achieve results
Firstly you need to understand what motivates you, then take that and enrol not enlist your teams. Why do your people do the job they do, how are you going to engage and enable them to undertake their performance challenges, and how will you sustain this?

N urture
This takes time, effort and planning and is strongly linked to coaching. So many managers state that they work in a coaching culture and yet do not have a coaching plan with agreed actions – the opportunities to nurture people are immense, and team members will be fundamentally motivated by a team leader who creates a nurturing culture that impacts personal and professional performance

O ptimistic
How many leaders have said to themselves I can’t do that? –  It is vital to have a can do mentality, one that generates determination and opportunities

P roactive
The performance team leader will need to provide a series of opportunites/options to drive the business forward, and should be identifying options against cost and income – not simply asking their own manager ‘what do you think we should do?’

Q uality of action and delivery
There is only one banner to work under and that is quality. Team Leaders should strive to ensure that whatever the subject matter their name when mentioned in any case is only ever known with the word quality

R esilience
The ability to respond positively and pick yourself up from disappointment or criticism. How do you do this, what do others see, how does it affect them? It is easy to manage when times are great, it is how we lead, manage and take responsibility when the chips are down that shows how capable a manager we are

S implify thoughts
This will help to make others feel capable, confident and strong. Important as it is through others that success will achieved

T rust and Teamwork
The single biggest opportunity for any team leader is to create a strong culture of trust and togetherness where the team ethic counts to achieve results. Trust inspires performance and creates outstanding relationships built on consistency

U nderstanding
The saying do as you would be done by should really be ‘do as they would be done by’ – this is to say that you as a leader can get influence and trust by playing the people game really really well.

V itality
One of the most difficult aspects of leadership – being able to vitalise people around you as much as possible – they look to you for inspiration , guidance, encouragement and drive

W illingness to create results
Believe it or not, some team leaders are not willing to take responsibility to create results – yet it is they who are the fundamental bedrock of results achievement within many organsiatiuons ie the people who minute by minute help the organsiations to achieve.
As a team leader if you do not strive to be an agent who is engaged to deliver results then you will not find many people in your team delivering either

X pedite action and use Xperience
Action means planning, preparing and doing. Getting team members to take part because THEY want to. Being creative – don’t think outside the box, take the box away completely. Finally if you know something won’t work then why try it again

Y ou are the role model
Many team leaders underestimate the impact that they have on their team as a role model. If it’s right for you it’s right for them. So if you do behave, manage, communicate in a less than results orientated way then don’t expect to achieve the results that you want from your team

Z eal
Team Leaders need eagerness to succeed, desire, endeavour – if this rubs off onto your team then you are half way there