Being a leader means you’re tasked with many responsibilities, across managing people and teams, organisational expectations and performance. Not every leader is awesome at all aspects of leading teams – here are four common mistakes you may be making:
- No vision.
Without a clear vision compelling your team into action, does your team know what you’re all trying to achieve at a top level? And why should they care? - Not developing your people.
Are you setting goals to support a growth mindset and creating an opportunity for your people to develop? If not, you’re wasting their potential to move themselves, yourself (as their leader), and the organisation forward. - Not knowing where to focus your energy.
With so much to manage, do you know what the best use of your time and resources are? Not being able plan and prioritise your people and resources is a recipe for disaster. - Not delegating.
Burnt out? Micro-managing because you can’t let go? Chances are you’re doing too many things your team should be responsible for. You are also stifling their development. You need to find the balance between a hands-off approach and micromanaging. Look at additional training and development you think they lack and plan regular check-ins while they’re doing their job so you can concentrate on your priorities.
Want to develop your ability to lead teams?
Our Leading Teams program is designed both for managers of intact teams, project teams and for team members working in a matrixed organisation. This program outlines the key stages of team development and how to move the team from early relationship development through to an aligned focus on goals and a collaborative workflow.
Our 2-day program also focuses on planning and prioritisation in order to create efficiencies, reduce rework and optimise individual performance. The Leading Teams program can be taken on its own, or as part of the BSB40520 Certificate IV in Leadership & Management.
After this two-day Leading Teams program you’ll be able to:
- Better appreciate where to focus your team’s energy in order to increase influence and reduce lost time on things beyond their control
- Plan, prioritise and evaluate resources in order to create efficiencies and optimise performance
- Identify opportunities to delegate tasks that support individual skills development and in-role growth
- Recognise behaviours that occur at each stage of team development
- Intervene appropriately to lead individuals through the stages of team development (either as a manager or team member)
- Review your current team against the characteristics of a high-performing team and develop strategies to progress toward this
- Build a vision and a compelling reason to motivate team members and subcontractors to work together toward optimal performance
- Set goals to support a growth mindset and opportunities for development
- Create action plans that can be implemented with current teams
Want to see how this program impacted Downer? Read more here: https://safetydimensions.com.au/leadership-excellence-at-downer/
Want more info?
Read more about our program BSB40520 Certificate IV in Leadership & Management>
Want this program customised for your workplace and industry?
Call 03 9510 0477 or email info@ldn.com.au
From our blog
New Family and Domestic Violence leave entitlements, from August 2018
In response to an increasing focus on reducing domestic violence, new leave entitlements are set to take effect from 1 August 2018 to enable all employees, including casuals, to be entitled to 5 days’ unpaid leave to deal with family and domestic...
Five lessons in leadership from the Thai cave rescue mission
What does the successful Thai cave rescue mission teach us about leadership? Plenty. It's a gripping story of how a desperate team pursued outcomes against a rapidly ticking clock and overcame insurmountable odds to achieve their goal. The world held its...
How the design and delivery of your training program matters
Ever attended a training program that didn't flow or in which you felt confused or bored? Instead of being inspired by the content and taking in new information, you're watching the clock and wishing that people would stop dragging out the day by asking...
The link between WHS & your bottom line
Evidence shows that organisations who invest in health and safety culture have a competitive advantage. A study published in the Journal of Occupational and Environmental Medicine looked at the financial growth of public companies that scored highly in the...
Safety programs needs hearts and minds to succeed
One of the most difficult things about creating a strong safety culture is engaging the hearts and minds of everyone in your organisation to take ownership of safety - regardless of their title or job function. Even with excellent systems and processes and...
Workplace to support domestic violence survivors with additional leave
In a landmark decision 3 weeks ago, the Full Bench of the Fair Work Commission decided to provide five days’ unpaid leave per annum to all employees (including casuals) experiencing family and domestic violence which is defined as violent, threatening or...