Succeed as a team leader

Why is it important?

The shift towards flatter organisational structures, where individuals are more empowered, has placed a premium on a new type of manager - one who can effectively lead teams.

Getting a team to work well can be a daunting challenge, and team leadership skills don't always come naturally. But once developed, these softer skills of influencing, inspiring, facilitating and consensus-building are eminently transferable and have great career building potential.

Where do I start?

Your role is to provide the team with the necessary direction and motivation to meet specific targets, goals and strategies. To do this, you must have a thorough understanding of the task and the desired outcome. Verify key points and requirements with the project sponsor. Select the right people for the core team and secure the appropriate resources. Remember, this is not about gaining personal recognition or glory - your fulfilment will come from the positive results attained as a result of building and developing a successful team.

Improve self-awareness

To be able to influence and motivate a team to deliver the objectives, you have to know your own strengths and weaknesses as well as your impact on others.

"Understand that your [team] leadership style should be appropriate to the context in which you find yourself," says Jonathan Perks, director of leadership services at consultancy firm Penna. "It's vital to know yourself well and be clear on the powerful question: 'what inspires people to follow you?'"

A carefully chosen mentor can make you more self-aware by helping you to appreciate your sensitivities, particularly when it comes to dealing with others.

In it together

Building trust with individual members as well as the team as a whole is vital, as is the ability to communicate clearly and share knowledge if everyone is to feel part of a connected, co-operative group. Establish team principles and values, clarify expectations and agree on everyone's role and responsibility within the plan. Use your judgement to decide who is best suited to working most closely together.

Crucially, an effective team leader must be able to influence the actions, behaviours and attitudes of the group without having to resort to railroading or brow-beating people.

Help your people win

There is always a strong element of coaching in any team leader role so it is important to be genuinely interested in - and to enjoy - helping others to grow in their role and develop to their full potential.

Be prepared to act as a sounding board for any problem-solving and to help make connections between individual ideas. And make it known that you are always available to help anyone who is struggling.

Team members will also perform better if they feel they have some control over what they are doing, work has been distributed evenly, and that they are all being treated fairly and equally.

Provide feedback

Being able to give objective feedback, at the right time, is a key part of your role. It can help to bring a team back on course as well as improve individual performance.

Try to separate the action from the individual (unless the problem stems from their character or behaviour), and avoid emotional confrontations. Once you have delivered the feedback and discussed corrective measures, set a date to review progress.

if you only do 5 things

1. Know what makes you tick
2. Value the strengths and talents of others
3. Create meaning and purpos
4. Lead by example
5. Nurture potential leaders

For more info

How to be a Team Leader: The Simple Way to Build and Manage an Effective Team
David Simmonds, Hamlyn, £9.99, ISBN 060060960X

First Among Equals: How to Manage a Group of Professionals
Patrick McKenna and David H Maister, Free Press, £12.99, ISBN 0743268326

How to manage an HR project

How to facilitate teams

Expert's view… on succeeding as a team leader

What, in your opinion, makes a good team leader?

Successful leaders can be made as well as born. They must be themselves so that others trust them and devote their energy to their work. They are grounded, comfortable with their own strengths and weaknesses and can be appropriately open. The finest leaders do so by example, with integrity, and by knowing every person well in order to encourage other leaders.

What are the essential elements of a good team?

It is all about attracting and retaining the right people. Good teams value the individuality of the strengths and talents each brings. They also focus on asking 'what is working well around here?' and 'what would make it even better?'. Good teams have passion, energy, and a sense of community, fellowship, pride and a willingness to recommend friends to join. They have a sense of meaning and purpose in what they do and seek to make a difference.

What key advice would you offer to anyone leading a team?

Create a sense of meaning, purpose and passion by setting an example. Who you are 'being' is essential; not just what you are saying. I am struck by the slogan: 'Be yourself, only better'. Most leaders have a high IQ, but require coaching and help in developing their emotional intelligence, or EQ. They then become more successful in knowing and managing themselves and others, handling change, coping with stress and having a positive mood to achieve successful results.

What is the most challenging aspect of managing a team?

The personal agendas and Machiavellian scheming. You also need to rapidly identify the 'organisational terrorists' who are cynical, clever and very subtly destructive. They have values that are often diametrically opposed to the organisation and have 'quit and stayed'. Challenge them and find them roles that play to their strengths and talents, even if it means being helped to leave the organisation.

Jonathan Perks, director of leadership services, Penna