What Personal Qualities Should A Team Leader Have?

  1. Communication and social skills
  2. Personal drive, sense of purpose and motivation
  3. Dependability, conscientiousness and persistence
  4. Ability to motivate others
  5. Innovation and vision
  6. Honesty and integrity
  7. Self-confidence, willingness to accept challenges and take risks, emotional maturity
  8. Ability to inspire trust
  9. Intelligence
  10. Knowledge about the organisation you work for
  11. Genuine interest in others and valuing them
  12. A team orientation (you like working with a team of people)

Always keep you focus upon these 12 Qualities!

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

 

 

 

 

Nine Roles Of A Team Leader

  1. Provides a purpose for the team: regardless of how this is set out all teams need a purpose and a direction to follow
  2. Building a cohesive team: this needs to be a star team and not a collection of individual stars that may, or may not be pulling in the same direction
  3. Establishing shared ownership for the results of the team
  4. Developing the team to its full potential: this will overlap with developing each individual team member but it should be seen as individual team member’s skills contributing to a whole team performance
  5. Making work interesting and challenging for their team members
  6. Developing a self-managing team so that the members are not reliant upon the Team Leader physically being there all of the time
  7. Motivating and inspiring team members to achieve more, deliver more and to do tasks to a higher quality
  8. Lead and facilitate constructive communication amongst the team
  9. Monitor performance outputs from the team but to never micro-manage team members

Always keep your focus upon these Nine Roles – anything else outside them will not help you in your role!

 

 

 

 

Team Self-Review Questions

Teams, just like their individual team members, need to review progress and to critically assess how tasks are being completed, where success can be built upon and further developed, what areas of concern can be identified, where there are problems and what can be done about that?

Good management is all about improving and developing systems and processes so that the operations become more effective and efficient and the quality and reliability of their outputs increases. This approach fits firmly within the following Team Self-Review process:

  1. What is working well?
  2. What is NOT working well?
  3. What can we do about it?

An effective and efficient Team Leader will always be asking these questions of their staff on a regular and systematic basis.

 

How To Write A Personal Development Plan (PDP)

It is very hard to map out where you want to be in terms of a whole range of issues (career, personal and social life) without some guiding process or document that helps you get to where you need to be. Only the very fortunate manage to be content and at ease with themselves without some form of guide or plan and even such people will need to have some sort of a map by which to set out where they are going at some point.

So, what should be appearing in YOUR Personal Development Plan?

  1. A clear vision of where you want to be and why. This needs to be written in such a way that you can monitor your progress and understand what your next steps are. This should be set down in a clear timeline with realistic outcomes detailed after one month/six months/one year/five years from the start of your Plan. Your vision should be as detailed as possible because the more detailed it is the more it will drive you on to succeed. (A vision with very vague and uncertain content will easily be forgotten and ignored as the outcomes are not specific enough to tie you into actions!).
  2. Understanding the skills that you need to develop to achieve your vision. List the skills that you want to develop BUT make sure that they are linked to some clear purpose in your Plan. Again if the skills are too vague then attaining them will be difficult because they are not tied into your vision. “Improve my IT skills” is a poor example of personal skills analysis as it contains no detail and could be achieved by a quick 10-minute on-line Word Processing package: a far better approach would be “to complete a PRINCE 2 qualification and use this to gain interview experience by applying for x number of jobs in the next 12 months”.
  3. What standard do you want to achieve in developing your skills and knowledge? How different is this from your current standard? How long exactly will it take you tom raise your game to the level that you would like it to be? What resources and what timescale are needed here? Be very honest and accurate in completing this analysis so that what you sign up to can be delivered.
  4. Set up a level of priority for each area in your PDP. Remember that it is not possible to do all of the things that you want to do at the same time! Ask yourself how important each area of the Plan is to you and how essential is it to develop these skills right now?
  5. How will I work through the Plan? By having a focus upon one or two specific areas at a time you will be able to systematically complete sections and build up your skills, knowledge and confidence as you go. Always remember to identify key points in time as in section 1 by looking at actions and their completion at the one month/six months/one year/five year points (or whatever the time points that you consider to be important). Break down your required actions into a logical and achievable sequence.

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

Skills Of Great Achievers

Successful people achieve great results – this does not happen by accident and is the result of determined effort and application in all parts of work and life!

The following six points are shared by all sorts of successful people – see which of them you are currently doing and seek to incorporate all of them into your routines!

  1. They create dissatisfaction: challenging the status quo to drive change forward
  2. They have a positive attitude: looking for the opportunities often in times of difficulty
  3. They develop flexible strategies: not being bound to just one way of doing tasks or solving problems
  4. They are committed to action: doing what they say they will do, every time and not being afraid to do the difficult things
  5. They are open-minded: not jumping to conclusions but looking for different responses or solutions to situations
  6. They are committed to continuous improvement: not being satisfied with things the way they are but looking to carefully and systematically develop systems, processes and outputs to keep customers satisfied

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

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