People are always trying to snag other peoples time and attention in an attempt to make their own lifes easier. Your job is to protect your team members from this intuitive behaviour so that they can remain laser focused on their responsibilities and priorities.
We've all heard it a thousand times: "People are different". Yet, few people truely understand the implications of this adage.
People are driven by different motivations, opinions, insights and personality traits, and communicating and collaborating with eachother isn't always easy.
As a team leader you should strive to facilitate your teams understanding of the idiosyncrasies of each individual team member in a way that improves consideration and reduces friction within the team.
A silo is something which is isolated from something else.
In organizations, silos happen when teams focus solely on their respective departments and team-specific goals. Very often, the goals of one team may clash with the objectives of another. This can create siloed environments resistant to information-sharing.
As a team leader, you should strive to share information and keep open lines of communication with neighbouring teams and team leaders. The ideal is for the people around you to know what your team is doing and why, and for your team to know the same of other teams.
Maintaining an easily accessible team playbook is a great way of facilitating this responsibility.
The expectations of a team and its members are constantly changing. The work of the team results in new insights about how work should be done, which in turn leads to new expectations, be it implicit or explicit ones.
Meanwhile, changing circumstances can result in existing expectations growing outdated or needing an update.
As a team leader, you need to make sure that not only new but also existing team members are constantly being fed and automating the most recent expectations of the team and their respective roles.
The Wecomplish platform makes it clear who is assigned which roles, and which responsibilities those roles entail.
However, that does not automatically ensure that people actually practice those responsibilities. In some cases their familiarity might be low, in others they might not have set aside sufficient time to practice the responsibility.
As team leader it is your responsibility to ensure that your team members carry out their responsibilities in a manner which you see fit and consider sufficient based on their current role maturity and the overall priorities of the team.
Use the role list of team members if you need help remembering the specific responsibilities each individual is expected to practice.
When unwanted incidents occur, the opportunity presents itself to analyze what went wrong and to put in place mechanisms which reduce the chance of a similar incident recurring.
It's not sufficient just for the people in the team to learn from incidents, we also want the team as an entity to learn, ensuring that incidents do not repeat within the team, even if the people have since moved on.
Use tools like blameless post mortems to understand, communicate and learn from what went wrong. Then, operationalize post mortem findings by adding to or amending coordination mechanisms like responsibilities, skills, processes, checklists, policies, etc.
Everyone has the potential to improve, and with a growth mindset, we also have the ability to.
However, in order to identify what to work on, it's beneficial to get some outside council as it can be difficult and even painful to identify and address our own weaknesses.
As a team leader, your interaction with team members and observations of how team members interact with eachother puts you in a great position to identify weaknesses.
Use this insight to carefully and considerately communicate to your team what they might benefit from improving in, and discuss how you can help them address the obstacles they experience.
If you are unfamiliar or uncomfortable identifying and addressing weaknesses on an ongoing basis, you might find it useful to associate a weekly, recuring allocation to this responsibility and use the My team view as a tool to reflect on the potential of individual team members.
A busy team can easily get caught up in an execution-loop, focusing solely on executing work and neglecting documentating and improving how work gets done.
As a team leader you should strive to maintain a healthy balance between delivering on the results expected from the team, and ensuring that the way the team works is cleary articulated and improved upon in order to improve effectiveness and efficiency in the future.
The team purpose helps set a direction for the team. The strategy explains how the team plans to move towards that purpose.
Depending on the maturity and dynamism of the team and organization, a strategy can be a detailed plan looking several years into the future, or a set of objectives which will brings the team the next steps closer to fulfilling its purpose.
It's easy to get caught up doing work, and as a result neglect improving how effectively and efficiently we complete said work.
As leader, it's your responsibility to enable, support and develop your team members so as to make them continously better at practicing the responsibilities and skills expected of their roles.
Use the "People" tab in the Priorities-section of your Focus-dashboard or the separate My team-page to review the support-card of who report to you, and reflect on how you can best help them move forward.
For input into how to read and reflect the support card of each individual, please review the My team-documentation.