101: Leading A Team
There's a definitively different managerial dynamic in leading a team as opposed to individual employees. And if a large project is on the horizon, managing that team can mean high stakes for leaders and the company as a whole. Here are three things to keep in mind before setting that deadline, assembling your team, rolling up your sleeves, and getting to work:
Pretend your employees are professional athletes and you are their coach. Coaches are supportive, but aren't afraid to raise the bar and challenge players, either. They also push people. “Many managers rely too heavily on either pushing — or supporting — like the coddler who is everybody's friend,” says Doug Pierce in an article at Possible.com. “Appropriate balance nets appropriate results.”
Keep them in the loop. Team members should not be left in the dark, especially about changes. “The worst thing you can do is surprise your staff members with a fully formed idea about a new way to do something that will drastically alter their day-to-day work,” said Jason Hiner at TechRepublic.com. “People will naturally be defensive and skeptical.” Even better, he says, have a brainstorming session before a new strategy or idea is decided upon. Team members may present a caveat you hadn't considered. Being aware of that early helps everyone.
It's not enough to be a team; understand why. Help team members to more clearly see how they contribute to the broader purpose, says Chris Musselwhite at an article at Inc.com. “The team needs to understand its shared goals and what each team member brings to the team that is relevant and crucial to its overall successes.”
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