To become a leader you need to know that Individual performance and getting your team to perform are two totally different entities. Indeed, they represent a total shift in paradigm. When you focus on your entire team's performance, your own achievement includes the sum total of the whole team's achievement, and an individual failure can also pull your team performance down.
As a team leader, helping your team to perform is a combination of balancing what is good for both the whole team and the organization as a whole; while not easy, it's a rewarding challenge that will stretch your abilities for the better. For this reason you need to know the following:
1. How to lead your team as manager
– To lead as manager/team leader you need to act as both a manager and a leader for the team. As a manager you have to get the performance out of the team as per the SFI's objectives and you need Set goals for the team. Every team member has to understand the short and long term goals for the team.
2. How to facilitate the team's steps to completion
- To facilitate the team’s steps you need to use the power of delegation. Delegation of responsibility provides you with the time and energy to better manage the team and monitor their work regularly. Non-delegation will lead to early burnout for you and marginalisation of the results (team members won't feel so responsible without delegation).
- To facilitate the team’s steps you need to know what you want and say it by answering team member's questions promptly. When explaining things, do not see questions from the team as divisive or obstructive. Questions are an excellent way of eliciting whether or not people have truly grasped what is expected of them and you can guide their understanding with your answers.
- To facilitate the team’s steps you need to empower each team member by giving them controlled discretion by asking team members questions.
- To facilitate the team’s steps you need to give credit where it is due. Give credit and recognition to others for their contributions and do this regularly rather than holding back until the very end (or there may be no "end" until the employee gets up and leaves without forewarning).
3. How to provide specific means for completion
- Give people the tools they need
- Ensure that you are available as leader for idea bouncing, questions and complaints too.
- Provide a setting for success toward completion. Schedule a time for presentation and review of the team's completed work at various stages. Give each team member a chance to make an effective presentation of their aspect of the work.
4. How to continue the process
- Ask questions respectfully and provide positive feedback, acknowledging progress, checking the benchmarks of success to this point.
- Recommend any improvements and identify the next steps for completion of this implementation -- while looking beyond the present, especially where your team has an ongoing process, monthly, quarterly, annually.
- Re-initialize and re-set goals for entering any new phase.
Thanks.
Good luck….
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To become a leader you need to know that Individual performance and getting your team to perform are two totally different entities. Indeed, they represent a total shift in paradigm. When you focus on your entire team's performance, your own achievement includes the sum total of the whole team's achievement, and an individual failure can also pull your team performance down.
As a team leader, helping your team to perform is a combination of balancing what is good for both the whole team and
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