How do you run a team?
Have you just been promoted to manager, and now you have a team of 6? You managed a single collaborator and your team widened suddenly? Although some say that the art of management is inherent, it is clear that to improve the management there are strategies, methods and skills available. And if you're wondering how to coordinate your employees' jobs, how to create more commitment, how to achieve the goals set by management and how to improve your team's unity, this article is for you. How do you manage a team? Madanaik gives you every key.
The preconditions for running a team
Establish a plan for the team to be able to handle well
As a manager, you become the middleman between the management and your team members. You are also responsible for determining the actions to achieve the Management's strategic goals.
To identify the path of your employees' jobs, you'll first need to set the course: what are your goals from the corporate goals? And what course of action to implement to get them?
Determine group and individual objectives
You'll understand: the idea is to operate in a matrix focused on organizational objectives to identify a department 's goals, such as promotion, team goals, and finally the goals allocated to each employee.
It is the consistency and alignment of all of those goals that will ensure the success of the actions taken. It is up to you to specifically identify them, and then distribute them among the employees.
Read Also: How to shape your influence?
Determine team's operating rules to manage it properly
Even if in the DISC grouping you identify more with an authoritative profile than with a conscientious personality, you will have to lay down the rules, which is an important tool to manage a squad. Not all workers have the same backgrounds and experiences, it is up to you to determine the conditions under which the team will be operating.
The laying down of simple rules puts everyone on an equal footing, removes feelings of discrimination and makes it easier to reframe an employee who goes outside the box-and fairly so.
Determine team's operating rules to manage it properly
Even if in the DISC classification you identify more with an authoritative profile than with a conscientious personality, you will have to lay down the rules, which is an important tool to manage a squad. Not all workers have the same backgrounds and experiences, it is up to you to determine the conditions under which the team will be operating.
The laying down of simple rules puts everyone on an equal footing, removes feelings of discrimination and makes it easier to reframe an employee who goes outside the box-and fairly so.
The technological know-how needed to run a team
To achieve your goals you have identified an action plan: you will now coordinate your team's work to execute this action plan.
What position does every employee play? How do I describe their perimeter? What task(s) can you assign to hold under your control, what other(s) can you do? What synergies can you build inside the team? What timelines did you set? What monitoring should be practiced to ensure the acts go in the right direction? Answering those questions requires know-how. To be able to organize them within his team, the manager needs to master a certain number of technical skills.
The soft competencies needed to run a team
The human factor is crucial, beyond the strategies, resources and approaches that make it possible to manage a team. In reality, who would scramble for a manager who is deceitful, unfair, liar, egocentric and incompetent? Thus, the ability to control the soft skills plays a defining role. In the same way that you build intimate relationships with your team members.
Communicate
You are the job referent for your team as well as the point of contact with the management.
Your position as communicator is essential to ensuring the coherence of the company policy and a clear understanding of the strategy. It is up to you to relay all the required information to help your team to understand the issues and the context, to explain the messages in case of confusion, to ensure the connection between the management and the operational to maintain the feeling of confidence. You are also responsible for keeping sensitive information which can not be revealed to all employees.
Managing the teams therefore calls for good communication: regulated, consistent and accurate messages.
Support and enhance
Managing means also learning how to listen, direct, encourage, grow. You can be a good boss at the individual level as well as at the group level, if you know how to evaluate acts and skills. In case of difficulties or failures your role as mentor or manager coach will also be essential.
Federate
Managing also means creating this unity which transforms into a team a number of collaborators.
The person levers for achieving these results at group level are pride, engagement, a sense of belonging.
Trust, mutual interest and benevolence are actions that must be respected in order to build and preserve the spirit of a team.
Build your leadership
Your leadership will be of great help to you in effectively running a squad. Influence strength, credibility, and confidence will be important. Therefore, it's know-how that is at stake outside the know-how.
You will gain your team's respect and confidence, if:
- You are behaving with respect for each of your employees.
- You are modest.
- You express yourself with genuineness and honesty.
- You are behaving morally and practicing good governance.
- Your speeches and actions are consistent.
- You take on your management responsibilities.
- You apply to yourself the rules and principles which you impose on your employees.
Using your intellect on emotions
Your mental , social wisdom and yours must be put at the service of your relationships with your employees. As a conductor, you need to multiply the interactions in order to establish trust and develop this famous team unity.
Be vigilant and mindful of detecting weak signals. Help your workers who lose confidence, and learn to let go of the ballast for those who claim greater autonomy. Put meaning back into perspective for each action, as simple as it is. Learn to align the administration with the required dosage of versatility and authority. Detect tensions designed to defuse conflict. Stay accessible while maintaining your Authority position. Take a step back, and behave temperately.
Team management needs creating a working structure
Managing is also experience of saying no and reframe in case of overflows. If it's a friendship, a behavioral issue, following schedules or the extent of job engagement, you have to continually maintain compliance with existing rules-but without comparing your position as manager with that of police officer.
Otherwise, you and your team risk losing your reputation and authority. In the event of a loss of power, team unity may be undermined as well. Then recall the saying: "Power is not excluded by faith."
8 Tips for day to day team management
What do day-to-day handle a team? We've got 8 ideas to help.
- Alternate formal meetings and informal points (for example, around lunch at a restaurant or a coffee machine).
- Involve the staff in corporate planning by presenting quarterly activity reports and a summary once every six months or once a year of the company's strategic objectives.
- Mix individual and collective feedback by subject and requirement.
- Reinforce team unity 1 to 2 times a year with unique events beyond the normal professional framework: workshops, team building exercises ...
- When you need to clear up a topic, organize brainstorms. Ideal for developing team involvement and improving team creativity.
- Plan slots of time during which you leave your office door open (if you have a single office). Employees will feel freer to come and speak to you and discuss any problems with you.
- Suggest a suggestion box that allows each employee to submit suggestions on organization , business life, quality of working life ...
- Tell your employees to appraise your management. Even if sometimes the returns are unpleasant, they require exchange on blocking points. This input, for your part, helps you to challenge yourself, strengthen your activities and improve your managerial skills.
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