don't have to be a natural leader. Very few people are.
Care for your team. That means knowing what matters to each
member: their health, their partner, their children, their
relatives, their interests, their hopes, their fears.
Stay close to your team. At some point, every day, walk around
the office and say "Hi" to everyone who works for you. If you're
not in the office that day, call and see how people are. This gives
you a chance to enquire or encourage and gives them an
opportunity to raise issues or make suggestions.
Meet your team. Regularly - daily, weekly or monthly, depending
on your place and type of work - have meetings of all the
members of the team. Keep these meetings short, focused and
action-orientated. Make sure every member of the team
contributes in some way and acknowledge that.
Train your team. Every team member should have at least two
days training a year. Newer and more senior colleagues should
have more. If they don't ask to go on training sessions, suggest
some suitable courses.
Grow your team. Through varied experience and regular
training, you should be developing each team member to be
more and more confident and more skilled.
Inspire your team. Consider making available a motivational
quote or story every week or month [for lots of good quotes
click here].
Celebrate with your team. This might be a personal event, such
as a member's birthday or anniversary, or a professional
occasion, such as completing a project or winning oa contract.
Socialise with your team. Have lunch or an after-work drink with
them, especially when a member has a birthday or there's
another reason to celebrate.
Set objectives for each team member. As far as possible, these
objective such be SMART - Specific Measurable Achievable
Resourced Timed.
Review the performance of each team member. At least once a
year - at least quarterly for the first year of a new team member
- have a review session where you assess performance, give
feed-back and agree future objectives and training.
Thank constantly. The words "Thank you" take seconds to say,
but mean so much.
Praise constantly. The words "Well done" take seconds to say,
but will be long remembered and appreciated.
Communicate constantly. Don't assume that people know what
you're doing, still less what you are planning or thinking. Tell
them, using all the communication tools to hand: team briefings,
electronic newsletters, organisational newspapers.
Eliminate. Too often we do things because they've always been
done. Life changes. Consider whether you could stop doing
certain things altogether.
Delegate. You don't have to do everything. Develop your team
members by training them to do more and trusting them to take
over some of the things you've been doing.
Empower. A really effective leader sets clear objectives for his
team members, but leaves detailed implementation of these
objectives to the discretion and judgement of individual
members of the team. As Second World War U.S. General George
S. Patton put it: "Don't tell people how to do things. Tell them
what to do and let them surprise you with their results ”.
Facilitate. A confident leader does not try to micro-manage his
team, but makes it clear that, if team members need advice or
assistance, he is always there to facilitate and support.
Be on time. Always start meetings on time and finish them on
time. Natural breaks keep people fresh. Short meetings
concentrate the mind.
Be seen. Don't just talk the talk, but walk the walk. So visit each
unit or department for which you are responsible on a regular
basis. Don't do this unannounced - you are not out to
undermine other leaders or catch out staff. So arrange with the
unit leader or departmental head when you'll visit and ask him
or her to walk round with you.
Make time. Managers are often very busy and this can deter
people from approaching you, so make time for people and be
approachable. People will appreciate you taking five minutes out
of your busy schedule, especially if you act on/listen to what
they say.
Really listen. Many of us - especially those who think they are
important - don't really listen, but instead think about what
they're going to say next. Give the person speaking to you your
full attention and really take on board what they are saying.
[For more detailed advice on listening click here]
Accept honest criticism. Criticism is hard to take, particularly
from a relative, a friend, an acquaintance or a stranger - but it's
a powerful tool of learning. Above all, assess criticism on merit,
without regard to its originator.
Think strategically. The doers cut a path through the jungle; the
managers are behind them sharpening the machetes; the
leaders find time to think, climb the nearest tree, and shout
"Wrong jungle!" Find time to climb the trees.
Have a mentor or buddy, someone doing similar work in the
same or a similar organisation with whom you can regularly and
frankly discuss your progress and your problems as a leader.
Have a role model, someone who can inspire you to be a truly
great leader. If you can't find one, study Jed Bartlet as the
American President in any episode of the television series "The
West Wing".
Constantly revisit and review these tips. In his seminal work,
"The Seven Habits Of Highly Effective People", Stephen Covey
puts it this way: "Sharpen the saw".
Plan your succession. You won't be there forever and you may
not be in control of the timing and circumstances of your
departure. So start now to mentor and train at least one
colleague who could take over from you.
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