2. TL Role
Successful Team Leader =
Purpose & Successful Manager
Team
management
Performance
management
3. TL role
• Leader & Manager of team
• Planning & tracking team results based on LC
plan
• Coaching & coordinating the team
• Arrange team meetings & follow ups
• Member of the LC’s LR body
• Leadership Development of your Members
5. TL Role
Successful Team Leader =
Purpose & Successful Manager
Team
management
Performance
management
6. Performance management
= Seeing the Success of the
Strategy
(The Performance comes in the implementation)
Strategy is talking about ‘Making the right Choices’ .
When you have a strategy
• You have priorities
• You know were to say ‘No’ to
• don’t tell me what you will do only… tell me what you will not
do!!
• We can’t do everything in our term
• Less is More
7. Tracking
1. Daily tracking of KPIs and MoS Plan vs
achievement
• Via mail
• Physically in the office
• Cell phone if needed
• Daily tracking tools
Performance
management
KPIs→ Keep Point Indicators
--Calls, visits, applications,
interviews etc
MoS→ Measure of success --ra
ma re
2. Weekly tracking of KPIs and MoS Plan vs
achievement
• Via mail
• Physically in the office
• Weekly meetings
• Tracking tools
• VP TL meetings
9. • Personal meetings with your TMs → every 2 weeks
• VP--TL meetings→ every week
• Short talks in the office with TMs or VPs
• Synergy meetings with other sectors for help and support
• Weekly team meetings
Important Meetings for an TL to track
Performance
Performance
management
10.
11. TL Role
Successful Team Leader =
Purpose & Successful Manager
Team
management
Performance
management
15. Team
…integrated group of people, whose common effort and commitment bring
more value towards common goal realization, than the sum of the values
brought by individuals’ effort…
Differe
nt
Open
minded
Team
management
17. Forming
• The individual's behavior is driven by a desire to be accepted by the
others, and avoid controversy or conflict
• individuals are also gathering information and impressions - about
each other
• This is a comfortable stage to be in, but the avoidance of conflict and
threat means that not much actually gets done.
• Team members are usually on their best behavior but very focused on
themselves
• a good opportunity to see how each member of the team works as an
individual and how they respond to pressure
Team
management
19. Storming
• Team members open up to each other and confront each other's ideas
and perspectives
• In some cases storming can be resolved quickly. In others, the team
never leaves this stage.
• The maturity of some team members usually determines whether the
team will ever move out
• The storming stage is necessary to the growth of the team
• Without tolerance and patience the team will fail.
• Supervisors of the team during this phase may be more accessible,
but tend to remain directive in their guidance of decision-making and
professional behavior
Team
management
21. Norming
• The team manages to have one goal and come to a mutual plan for
the team at this stage.
• Some may have to give up their own ideas and agree with others in
order to make the team function.
• In this stage, all team members take the responsibility and have the
ambition to work for the success of the team's goals.
Team
management
23. Performing ;-)
• It is possible for some teams to reach the performing stage.
• Teams are able to function as a unit as they find ways to get the job
done smoothly and effectively without inappropriate conflict or the
need for external supervision
• By this time, they are motivated and knowledgeable.
• The team members are now competent, autonomous and able to
handle the decision-making process without supervision.
• Supervisors of the team during this phase are almost always
participative. The team will make most of the necessary decisions
Team
management
26. STEP 1: Know WHAT to
communicate
• If I could say just one sentence what would it be?
→ to my VPs before they speak ask them to take
30 sec to think it and structure it first
• When the conversation is over what do I want
to transmit to the other person?
Team
management
27. STEP 2: Know WHO to
communicate with
• Why is he/she the write person to talk with?
• What are his/her characteristics?
Team
management
28. STEP 3: Communication Methods
- Face-to-face (meeting)
PREPARE before
- Assign meeting objectives and agenda
- Write down/prepare any materials that you might need to
provide to the listener
During the meeting
- Listen actively
- Take-note and SUM UP in bullet points
Team
management
29. STEP 3: Communication Methods
EMAILS
Action summary: One sentence that summarizes the key point, specific
action and key point of the email.
Body:
• . Make it bullet point! (refer to the attachment the recipient need to
review)
• . Emphasize key point
• . (define attached files if needed)
Closing:
• . State the next course of action
• . Thanks and greetings
• . For urgent reply, use more urgent languages!
30. SOME GOLDEN RULES!
• LISTEN ACTIVELY!
• Go STRAIGHT TO THE POINT
• Be discipline!
• Useful expressions:
• You need to…….because,
• I will answer you as soon as I get the exact
information,
• Thank you!,
• I think it’d be better if we/you..,
• I really appreciate,
• we need you to follow the deadlines,
Team
management
31. Important Questions for
your people
• What is their personal goal ?
• What coaching do they need in order to perform ?
• What have you done today to make you feel proud ?
Team
management
