What makes a good team leader

The key to success when creating a good team – besides gathering team members is choosing the team leader. But beware – team leader is not the head of the entire organization, there is quite a few differences amongst them.

 The skills that the team leader needs are: skills for guiding a team and knowledge of the level of professional and personal maturity of team members.

 

What else should a team leader be?

  • Someone with good personality traits
  • A person with good abilities to lead a team
  • Full of knowledge

And most of all, she should be capable and setting an example for other team members. But what exactly does this mean? It means that each team member should want to be like the team leader in at least one aspect and being able to fully trust them. The team leader is therefore someone who has great HR management skills and likes to work with people – after all, he is the one that runs the dynamics of the team.

Most of the team work is focused on executing projects.

1) Personality traits of a good team leader:

Planning is the bridge that connects current situation with the wanted result, that’s why the team leader should be a god planner. A god plan answers the question: “How do we achieve the wanted goal?”. Amongst the personality treats of a leader, there are also: self-confidence, dedication, determination, honesty, courage, enthusiasm, camaraderie, imagination, ability to overcome one’s own slips and slips of team members, vigor, ability to act in emergency situations and perseverance.

 

2) Good abilities to lead a team are planning and organizing:

A good team leader is able to assemble a team in a way to give each member an opportunity to take responsibility for their tasks and being able to make independent decisions while doing it. Some task examples are: financial management, communication, coordination, expertise… Also, before delegating the tasks, the team leader should make sure that their complexity does not exceed individual’s abilities.

When it comes to delegating the tasks, it’s important for the team members to be able to execute them in a certain deadline and with a certain level of quality (the team leader should prepare a timeline for the goals).

Of course, each of the team members should know exactly what their role is and what is the goal of the team as a whole and the team leader should make sure this is the case.

The feeling of belonging is also very important when it comes to teams, therefore the team leader should make each individual feel like they belong and that he or she is a part of the team, as well as having a sense that his / her contribution is important in achieving the goal, where the team leader leads them – takes care of regular feedback, not just casual ones. And also gives positive feedback, which acts on the team members extremely motivationally.

Rewarding comes in last – at the end of the project. The prize should already be taken care of when the project is initiated in agreement with the management.

 

3) Knowledge – should the team leader have more knowledge than the team members? No, this is not needed, as his job is to assemble the team in a way, they will be able to execute their tasks. It’s important for the team members to have a certain level of expertise.

 

So, to sum it up – a good team leader is not born. He or she is developed through skills, mastered over years and based on those skills, we are able to trust them with leading a team. The general management can have certain expectations, based on those skills – for the project to be finished, the team members satisfied and motivated and executing their tasks in time. It’s important, because the organization’s work is built from projects – short term, long term etc. Even organizing a small meeting is a project, because we have to choose and adapt the time for it, choose at least one speaker and organize the place.

The sum of all the completed projects is the success of each day in the organization and the sum of all the days is the success of the organization at the end of the financial year.

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