Are You a Good Team Leader?
The events of the last year have had a major impact on all of us. The Covid-19 pandemic has changed how we work, learn and interact with others. It’s affected our physical and mental health and forced us to take stock of how we live our lives.
But it’s affected us in different ways. And some have coped with the impact better than others. As a team leader, you should ask yourself what you did to adapt your management and leadership style to the rapidly changing circumstances to get your company through the health crisis.
Being a good manager/leader is not always easy. And it doesn't come naturally to many people. Most managers are promoted because they were good at their previous job. This doesn't necessarily mean that they will make good managers.
From task manager to people manager
Making the shift from team member to team manager can be difficult. Overnight, you move from focusing on operational tasks to managing people. This means dealing with egos, emotions, and people’s expectations of their role in the business, as well as everything else on your plate.
So, you need to understand what it actually means to lead a team of people. This entails not just steering the organisation towards meet its business goals, but understanding how to motivate different personalities to sign up to a set of common objectives. Whilst also ensuring they get on with each other, at least at a professional level.
We know that everyone receives and processes information in different ways. This has a significant impact on how you need to manage them.
Making shapes…
As an illustration of this, I suggest you try the following exercise with your team.
Ask everyone to get a pen and paper and follow your instructions. And explain that they're not allowed to ask any questions during the exercise.
First, draw a large oval.
Draw a smaller circle touching the oval.
Draw a smaller oval inside the big oval.
Draw two small ovals touching the circle.
Draw two small circles or dots inside the circle.
Draw a U shape inside the circle.
Draw two small ovals inside the big oval.
Finally, draw two small ovals coming out of the big oval.
Now ask everyone to show you their creations! If you're doing this virtually, I can guarantee that the images will all be different, despite you giving everyone the same instruction. And even if you're all in the same room, there will still be differences.
Why? Because everyone receives information differently. And because different people ask different questions once given the opportunity. Some people will wait for others to ask first. Some will jump straight in. There will be those who will see no point in this ‘silly drawing’. And you will get some who really enjoy a bit of creative time!
As a team leader, it is up to you to understand what makes your staff tick when it comes to tackling real tasks in the real world.
Solving the puzzle
If you don't know what makes your team members behave the way they do, trying to achieve your business goals will be on a par with putting together random pieces of a puzzle. The shapes might fit but the colours and image won't match. You might waste time trying to force pieces together, only to find that the end result doesn't meet your expectations. With all that time lost, and no energy left, you will either start blaming yourself or everyone else.
However, as a team leader, it is your responsibility to know your people so you can manage them properly. This doesn't require micromanagement, but it does mean learning about their different working patterns. For example, who is detail-oriented, and might take longer to complete a task, but will thoroughly research a subject to ensure the information is correct? Who will keep an eye on the rest of the team to ensure they’re OK? Who is more assertive or who might be more thoughtful inspirational types?
How to be a team leader with a purpose
For a team to work well together, managers need to bring staff together around shared values and shared goals.
Ask yourself the following questions. How often do you prepare for 1-2-1 progress or performance meetings? How much time do you allow for such meetings? What is your routine?
In the current climate, it would be surprising if people really were OK when they answered your question: ‘How are you?’ As a team leader, you need to make sure your team members are genuinely feeling OK. Don't accept their first answer if you feel that something is not quite right. Maybe they turned up late for the meeting or their camera is off. Maybe they didn't complete a task.
What is important is not just what they say, but how you prepare for such conversation. It's essential for you to be in the right mindset. Relaxed body language, a comfortable environment and a calm tone of voice.
Otherwise, what you might do, albeit unconsciously, is evoke a defensive response from your employee. To get the best from any 1-2-1, I suggest doing a bit of preparation in advance and giving yourself a few minutes to think about:
The ideal outcome of the conversation.
Your body language.
Your mood.
Whether you have got enough time to get into the details of an issue.
Whether this is the right time for such a conversation if you have an important meeting afterwards.
The limits to what you can do to fix their problems (often just being heard is enough).
Whether you might need a follow-up meeting if things are not OK.
Your own vulnerability/struggles in the past, and whether admitting these might help them to trust you.
Ensuring you keep the discussion confidential (and making sure they understand this).
How you might show empathy.
Being a leader comes with responsibilities. No one can switch off from personal issues. It also doesn't mean you have to get fully involved in everyone's personal lives. But having a feel for what drives people can help you manage the business, nip problems in the bud and deal with potential issues that may arise.
We're still living in uncertain times, where things can change very quickly. Members of an employee’s family might contract Covid-19, or be told they have to self-isolate. Schools may close again and children might have to do more home-learning. Being able to predict any potential issues will make it easier for you and your staff to make appropriate arrangements to ensure the smooth running of the business.
Open communication is the key to building trust
Being transparent in your dealings with staff is essential to the development of a positive workplace culture. This means sharing good and bad news, keeping people in the loop about new developments, and welcoming honest feedback from employees.
Yet so many people are afraid to have an open and honest conversation with their staff.
Yes, you want to avoid oversharing things that may not be appropriate. But sharing just enough can show others that you're also a human being, and that things do go wrong in your life too. Sharing how you overcome those difficulties can help your team members recognise that they're not alone in their 'suffering' and that you've got their back because you understand what they’re experiencing.
But what often happens is that people are afraid to openly admit their struggles until it's too late. And the issues then become difficult or impossible to solve. Losing you both time and money, and also the energy to fix a much bigger problem.
How I can help your business
Now, more than ever, checking in with your staff is important. Doubly so, if you care about your company and the people you rely on to deliver such great results!
If you need support to improve your people or communication skills, get in touch to find out how I can help you become a great leader.