As businesses grow, it is natural to move high performing employees into a team leadership role. Unfortunately, this move can prove problematic. Employees who are good at doing their own job, don’t always have the skills they need to help manage the performance of others. The additional level of responsibility can distract them from maintaining previously high performance in their original role. Resentment can build from peers who aren’t open to being managed by someone whom they see as being at the same level as they are. In short, moving an employee to a team leadership or mentoring role can turn into a minefield of problems! This program provides newly minted team leaders with the skills they need to confidently manage their peers in a way that fosters creativity, collaboration and camaraderie rather than resistance and resentment.
Instructional Objectives:
The following topics will be covered:
- The definitions of leadership and management and the difference between them;
- Using the brand and culture foundations of the business to inform your actions and decisions;
- The Servant Leadership model and how it informs the role of Team Lead;
- The Performance Management Continuum and how to allocate their time between peak performers and poor performers;
- Progressive discipline procedures and their role in addressing performance issues;
- Foundations of effective listening and communication;
- Personality styles and their impact on effecitve communication;
- Giving and receiving feedback effectively;
- Sources of resistance to feedback and how to address them;
- The TASKING model of effective feedback;
- The three elements of effective recognition;
- The importance of adapting recognition to suit individual values and personality style;
- Asking for feedback from your team/colleagues;
- Tips and tools for effective delegation;
- Trust as a foundation for effectiveness in their role;
- The four key elements for building trust;
- Conducting effective team meetings;
- Managing their time, energy and priorities in their new role;
- Identifying their “prime time” for different tasks;
- Daily, weekly, and monthly planning processes to improve focus and efficiency; and
- Creating a 90-day action plan to improve your own performance in your new role.
Measurable Learning Outcomes:
By the end of the training, participants will:
- Have clarity on the scope of their new role and responsibilities as a Team Lead;
- Gain skill and confidence in core communication techniques for giving and receiving feedback, delegating, recognizing, and monitoring and managing the performance of their peers;
- Have practiced a variety of techniques for supporting and optimizing the performance of their teammates;
- Understand the Performance Management Continuum and how their role supports their manager or the business owner to address performance issues or improve performance in their work unit;
- Be aware of how their words and actions can impact trust levels in their team and have identified key behaviours they need to shift to garner trust in their new role;
- Be able to conduct effective team meetings for a variety of purposes;
- Understand and be able to apply concrete techniques to effectively manage their time, energy and priorities in their new role; and
- Create a 90-day action plan to address their weaknesses and build on their strengths in their new role.