5 Traits of a Team Leader

8/11/2019 5 Traits of a Team Leader

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What does it take to be an effective team leader?

Not much, you may assume, as it is the team member who does the

dirty work.

When the going is good, the leader can bask in reflected glory.

However, when the going is not so good, he is in the direct line of fireand is held accountable for any goof-up by a team member.

Get Ahead gives you a ready reckoner on how to be a beacon of light

for your team members, come rain or shine.

Some people are born leaders.Wherever they go, they don the hat ofthe leader. However, most peoplesucceed as team leaders not becausethey are destined to but because theyare determined to.


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Simple information -- like who is in charge of the project, what are the

team members' primary and secondary responsibilities, what is thedeadline, what is the team's cumulative target, what is each individual'scontribution towards achieving the team's objectives, in which direction isthe team headed, on which parameters is the quality of performance goingto be assessed -- goes a long way in clarifying roles and expectations.

Most misunderstandings occur in the long run because things are not madecrystal-clear at the very onset.

Example :- Take the case of Roshni, a senior customer servicerepresentative at a reputed call centre. When her team leader asked her towalk the floor in his absence, she assumed he was grooming her to step in

his shoes. She made no bones of the fact that she considered herself to bethe chosen one.

1. Open communication channels

Poor communication skills can be the kiss ofdeath for a team leader. If you are notprecise and clear about what you expect from

your team members, you will not get thecrisp action and results you want.


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However, she got a rude shock when the promotions were announced. Ittook her a while to realise that she was reading too much into things. Being

asked to shoulder extra responsibility does not necessarily translate into apromotion.

~ One needs to possess the required qualifications, expertise, domainknowledge and be adept at people management to bag a promotion.

~ Make sure your team knows that you are approachable and you considerthem worthy of your time.

~ Every member of the team has strengths required to make the teamsuccessful. So, each should be treated with the same respect.

~ An informal atmosphere is an added advantage.

Management guru Robert Townsend, who wrote the bestselling book FurtherUp the Organization, hit the nail on the head when he said, 'If you are theboss and your people fight you openly when they think that you are wrong,

that's healthy.'


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~ An effective rule for managing issues is: When you hear it, write about it.This ensures that all related details are recorded and can be subsequentlyreviewed. Each issue can then be prioritised and attended to accordingly.

~ Townsend states, 'An important task of a manager is to reduce his people'sexcuses for failure.' These excuses later on take the form of issues orproblems.

2.Anticipate problems

It is up to the team leader to be farsighted,

anticipate problems that may plague the teamin the future and take preventive measures.Effective problem solving requires disciplineand organisation.


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As long as they remain unresolved, safe and valid excuses for delay andunaccountability will exist in the minds of the team members. The solutionlies in nipping the problem in the bud.

For instance, if your team members crib that they have a lot on their plateand hence cannot make time to follow systems and processes, sanction themhalf a day's time, officially, to get things in order.

Explain to them the importance of doing things right at the first go. Oncesystems and processes are set, the team members have no option but toalign themselves accordingly.

They will respect you for your farsightedness and efficiency in in the long runthough they may crib initially at the changes you have brought about,especially if they are not used to maintaining records.


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~ You need to gauge your team members accurately. It is only byunderstanding their individual work preferences, core competencies,

motivation levels, areas of improvement and strengths that you will be in aposition to assign them tasks accordingly. Walk the job. The need of thehour is for a hands-on boss.

~ The Boss needs to be approachable when the situation so demands. Ifyour team member has goofed up in the process of learning the ropes,

help him save face. Start damage control immediately. Get the requiredsupport and flex your muscle to get things moving during an emergency.

~ If one of your team members is finding it difficult to meet his deadline,get a colleague, who is relatively free, to chip in. Two brains are betterthan one. Your team members will definitely appreciate your sense of

solidarity and respect you more for saving the day for them.

3.Be helpful, not forceful

Gone are the days where the command andcontrol format applied. Leadership as of today isall about guiding -- not ruling. Peoplemanagement skills are a pre-requisite for

anybody aspiring to be a team leader.


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~ The first thing a team leader needs to get straight is that his team willnot trust him because he considers himself to be trustworthy.Anyone who has ever walked a corporate corridor knows that trusting thewrong person has led to many an executive's downfall in the long run.What you may have mentioned to a colleague whom you considered to be afriend over a couple of drinks may become a topic of debate and discussion

by the higher management in their next meeting. When power andauthority are at stake, the trust factor takes a backseat.

~As we all work in such high-pressured environments, our defences arenaturally up. It takes a leader with sterling personal qualities of professionalintegrity, courage, industry, maturity and most importantly, the ability to

inspire trust in his team members, to deliver the goods.

4.Trust is the key

No relationship is long-lasting orworthwhile if trust is missing. This holdsequally true for the team leader and team

member relationship.


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~It is the moral responsibility of the team leader to shield his team from anyproblems that can occur in the distant future as well as any managementdecisions that can harm his team in any way. He needs to exhibit trust-building behaviour. He needs to trust his team members before they trust

him. It works both ways.

~ As the team leader is the connection between the team and the highermanagement, he needs to work in tandem with both parties to obtain a fullcommitment from the management in support of the team's programme.It is hisresponsibility to ensure his team members are making maximum useof the resources and the support provided. He needs to earn the trust of bothparties to meet his objectives. Betrayal of trust leads to an inevitabledownfall.

~ Have faith in your team members to achieve miracles. Provide them withopportunities, equip them with relevant training and support and they willrepay your faith. If you as the centre manager see the spark in yourcounsellors, give them the opportunity to rise to their potential. If they cantalk their way into the clients' hearts and pockets, they are cut out for acareer in business development. Give them a platform to showcase their skillsand get the orders pouring in.


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~ Building and supporting a career development atmosphere is paramount.By empowering your team members, you empower yourself. You need notthen micro-manage your employees and can concentrate on matters thatmerit your time and attention. The investment in making sure that everyteam member is ascending his personal learning curve pays great dividends.

Not only does it boost their confidence, the team members becomeincreasingly valuable to the organisation.

~ Equipping your team members with the relevant skills, giving themadequate exposure, training and broadening their skill sets helps build ontheir expertise, optimise their individual talents and groom them to take on

greater responsibilities.

5.Show the way

Meetings, issues, firefighting and meetingdeadlines sometimes makes the team leaderput mentoring of team members on the

backburner.

However, today's executive is no longerlured by just the job guarantee factor or afat paycheque. More than anything else, heis looking for professional growth.


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~Leadership is all about creating conditions under which team members canperform effectively towards a common goal and actualise their potential.

~ Team members need feedback on a regular basis, not just during the

annual appraisals. They need to be made aware of their performance levelsand be given an opportunity to discuss their needs for growth anddevelopment. Recognition of efforts is essential for lifting the executives'spirits and strengthening their sense of commitment.

~Likewise, the executives must be told -- firmly but gently -- about theirareas of improvements as well as shown ways and means of working onthem. Quality needs to be inspired, not dictated.

~ Set high standards for yourself and your team will follow suit. Your examplewill always be emulated. Nothing inspires a team member more than seeing

his boss hard at work.

5 Traits of a Team Leader

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