LEADERSHIP<br /><ul><li>Encourage staff to achieve the best by taking on new responsibilities
Respect people by providing them with information to explain why decisions have been made
Make a Difference by recognising and dealing with problems affecting your team
Listen to what people say – looking outwards beyond your own ideas</li></ul>How to lead a strong team:<br />Strong teams are happy, productive, high achieving and motivated groups to work in. But what makes a strong team? Is it the individual members? Does it depend on the right allocation of roles and duties? Or is it something completely different?<br />Leadership<br />Quality leadership is vital to this Department. Since leading is also one of the qualities expected from staff, it is something we will all be assessed against on a regular basis throughout your career here, including:<br /><ul><li>At recruitment stage
When applying for promotion / responsibility</li></ul>The definition of a good leader<br />A good leader does the following: ‘Provides a role model for others; demonstrates enthusiasm and commitment to the business purpose and values: takes ownership for resolving issues and supports others in their jobs and development; encourages them to take on new responsibilities; and praises their achievements.’ We must also never forget to ‘treat all individuals fairly’.<br />The likelihood is that if a team sees these qualities in their leader, they (and you, as a manager) are working within a very strong team. <br />Do you think your staff would consider you a good leader?<br />The reality of leadership:<br />This booklet includes real examples of leadership behaviour. Staff often ask what do leaders do and how they dealt with situations. As you read each example, ask yourself:<br /><ul><li>Has this happened in my team?
Could it be me – or another manager within the team – that this person is talking about?</li></ul>The positives<br />‘My manager doesn’t just offer the political line. I get the feeling that he really means what he says and is as open as he can be’<br />‘Our manager went away and sorted an issue that we had raised. She came back a week later to let us know what had happened’<br />‘When we were short staffed recently our senior manager rolled his sleeves up and got involved with our work’<br />‘Our manager sat us all down to explain how and why a decision had been made. We asked lots of questions and although not happy about the change we did have the chance to ask questions and express our views’<br />‘My manager frequently says “Well done”, which very encouraging’<br />‘Today, I was told of my new duties as part of my challenging role. Later in the day, a manager colleague said how she was and how she thought I would be perfect for the job’<br />The not-so-positives<br />‘My manager doesn’t even know what I do. He recently made an inaccurate decision based on an assumption’<br />‘First I heard about my job changing was a telephone call from personnel. I didn’t know why or how this had happened. No one had warned me and it came as a complete shock’<br />‘Some days our manager won’t even say good morning. She snaps at anyone who tries to talk to her. If we do have anything serious to discuss, we are not raise it for fear of humiliation’<br />‘We never see our senior manager. As far as I know he has only visited once and only spoke to a selected few’<br />‘In meetings, our manager only wants to discuss out results against targets. Anything else that builds us as a team is quickly brushed aside’<br />So what now?<br />If you can see your behaviour in some of the positive quotes, the likelihood is that your behaviour will encourage most, if not all, of your team to follow suit. With everyone on board then the result should be a very strong team. Recognise and celebrate some of the good examples from your own team to reinforce and bond with it. <br />Alternatively, you might identify with some of the negative behaviour quoted. Work will need to be done to turn this around or- as is the case with positive behaviour – this negative behaviour may become embedded.<br />Look honestly at yourself and your actions. To what degree do you demonstrate and respect, or enable the team to make a difference and achieve the best? Do you look outwards enough?<br />Staff tips for strong teams.<br />To know what it means to work in a small team you have only to ask your colleagues. Here are some simple requests from staff, who identified what role model leadership looks like and what it meant to work in strong teams. <br /><ul><li>Get out there! Listen to staff, communicate with them and get to know and understand them. Use this understanding without breaking any confidences
Recognise where staff have made a contribution. Pass on your gratitude – and mean it. Celebrate team achievements (not just target-related ones) in a way the team wants
Recognise and deal with problems and issues that affect the team – even if it means you have to be challenging yourself to your manager, the team of the system
Be absolutely fair and equal in all your dealings with all your staff. Be aware of your own attitudes and your own personal motivations.
Involve staff in decision-making if possible. Explain why and how you are going to do things
Do not make assumptions about staff wishes and capabilities
Do not expect staff to survive vast change without information, support or understanding