Case Study
Meet Dan
Dan is a newly appointed project team lead at Kiwi Tool Shed. Kiwi Tool Shed is a New Zealand-owned hardware chain founded in 2010 by three tradespeople: Charlie, an electrician; Jamie, a plumber; and Alex, a carpenter. They were frustrated with the quality of products and level of service they received from other hardware stores and believed there was a market for a better alternative. They knew they were willing to pay a bit more to obtain quality products and services and thought that many others, tradies and DIYers, would be too. The vision was of a hardware chain offering New Zealand-made products (where possible) and genuine service by qualified tradespeople. Today, Charlie, Jamie and Alex run Kiwi Tool Shed from its headquarters in Auckland.
The organisation has rapidly expanded and now has stores throughout the North Island and a solid online presence. They have a distinct differentiation point: employing qualified trade staff, stocking New Zealand-made products, DIY tutorials and Q & As accessible from a web browser, and dedicated DIY and trades advice hotlines.
The Kiwi Tool Shed company is planning to expand their operations and open stores across locations in the South Island, too. Dan has been responsible for overseeing this project and managing a small team of staff members who need to be upskilled and trained to meet the project requirements.
Dan’s responsibilities as a project lead at Kiwi Tool Shed are:
- Leading a team to achieve project goals
- Setting goals, accountability and allocating tasks
- Having a contingency plan
- Communicating goals to the team
- Creating an environment of communication and collaboration
- Coaching and mentoring team by Identifying learning and development opportunities
- Resolving conflict and providing feedback in a positive way
This module will teach Dan the skills and knowledge that enable him to perform his role as a project team lead. In a nutshell, these fall into the four(4) following skill sets:
- Plan team outcomes
- Coordinate team and individuals
- Support team
- Monitor team performance
There will be opportunities to develop your knowledge and skills throughout the module to prepare you for your assessments. This includes looking at Kiwi Tool Shed policies and procedures to lead and facilitate a team.
To begin, let's have a chat with Dan about his role.
In your opinion, what are some of the skills required to effectively lead and facilitate a team?
In my opinion, some of the key skills required to lead and facilitate a team are building a cohesive and sound relationship in the workplace and with team members, always establishing clear and consistent communication through active listening and using verbal, nonverbal and written communication techniques, motivating the team and building their self-esteem and recognizing and acknowledging the hard work of the team, managing conflicts effectively, delegating the work effectively, providing clear feedback to the team members and mentoring them when required.
How would you delegate responsibilities to your team?
Firstly, I will make sure that I review the task's requirements and the time frame for completing the tasks. I would then choose the right person from the team to delegate the tasks to; I would explain to the person the reason for delegating the tasks and provide the correct instructions, resources, and tools to them. I will support them if any conflict arises and provide feedback as and when required, and after the tasks are done, I will acknowledge the hard work put in by the team members.
What skills are essential for training and coaching team members?
I believe the most important skills for training and coaching are to work together with employees to develop ideas and implement plans collaboratively, know the strengths of the team members and consistently build on their work from those strengths, carefully manage the reactions of the team members to stressful situations, demonstrate genuine concern for employees’ wellbeing and life outside of work. By recognising a hardworking employee’s efforts, that employee will get the opportunity to feel valued and appreciated.
A leader is someone who holds her–or himself accountable for finding the potential in people and processes.Brené Brown
Being an effective leader is essential to developing a cohesive and well¬ functioning team. There are many aspects of leadership that are important to understand to ensure your team meet goals and overcomes challenges. As a leader, it is also important to understand how to successfully develop your team members to reach their own career aspirations.
In this chapter, we discover what leadership is, how leadership can be different to management and the role of a leader in business.
What is Leadership?
Leadership is not simply giving instructions and managing tasks; instead, it involves connecting with your team to enable open communication to foster and encourage employees' growth and development.
Leadership is the ability to influence others to achieve their goals and contribute to the growth and improvement of an organisation. Being a leader means providing people with the guidance and support they need to complete organisational goals. It is made of multiple skills, qualities, and expectations.
In the workplace, being a leader is more than just managing your work team.
Workplace leadership refers to guiding, motivating, and directing others towards unified workplace goals and objectives to meet the needs of a business. It involves having a deep understanding of what your organisation wishes to achieve and influencing those around you to do their part in making it happen. To even consider being a leader takes a lot of courage and, more importantly, preparation. Leadership can come from anywhere or anyone; all it takes to find it is to put in the work.
Professional behaviour qualities of leaders as a role model
Effective leadership is essential in teams and organisations of all sizes. Great leaders distinguish themselves from poor leaders by demonstrating most of the following characteristics:
- Integrity — Being honest, following your convictions in all circumstances and following through with your commitments
- Ability to delegate — Delegating effectively, not just to free up your own time
- Communication — Able to communicate in a number of ways to a diverse group of people
- Gratitude — Encouraging positive mindsets with your team by expressing gratitude for their contribution and work
- Learning agility — Being open to continuous learning opportunities and knowing how to find solutions when you are unsure
- Influence — Able to convince people through different methods; this contributes to being an inspiring leader
- Empathy — Able to sense other people’s emotions, coupled with the ability to imagine what someone else might be thinking or feeling
- Courage — Having the courage to speak up with new ideas, feedback and raise concerns
- Respect — Treating people with respect to create a culture of trust, ease tensions and conflict, and improve the effectiveness of your team
It is important to understand the difference between leadership and management. Leadership, as a skill, is something you need to practice in the workplace continuously.
People frequently confuse leadership and management, but they are not the same thing. The main distinction is that leaders have followers, whereas managers have employees who simply work for them.
A leader focuses on the people in their team, providing guidance, motivation, and inspiration. A manager focuses on the tasks, deals with day-to-day operations and manages day-to-day workflow.
Please see the table below that depicts the difference between managers and leaders.
| MANAGERS | LEADERS | |
|---|---|---|
| FOCUS | Transactional Meeting objectives and delegating tasks |
Transformational Developing a vision and a way forward |
| PRIORITY | Work The goal is to get things done; task management |
People Care about you and want you to succeed; behavioural focus |
| TEAM | Subordinates Lead through authority and task management, telling |
Followers Lead through inspiring and circles of influence; involve & motivate |
| ETHICS | Do things right Follow the rules and maintain the status quo |
Do the right things Shape the culture and act with integrity; break rules if required |
Hence, a manager without leadership skills may behave differently by micro-managing, over-organising and controlling their team, or thinking in the short-term rather than building the skills and confidence of their team members.
Watch
SIMON SINEK: Leader versus Manager
True leadership starts with distinguishing between being “in charge” versus taking care of those “in our charge”.
Duration: 3.39 minutes
Questions
Pre-Watch Task: Watch this video by Simon Sinek, where he gives some examples of the difference between leadership and management.
Post-Watch Task: Note down the key differences between a leader and a manager.
Ultimately, leadership is not about glorious crowning acts. It's all about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others'success, and then standing back and letting them shine.Chris Hadfield, astronaut and former Commander of the International Space Station
There are many strategies that leaders implement to drive effective team coordination. These include things like allocating responsibilities and accountability for the tasks, creating an environment that fosters collaboration, using effective communication techniques and providing direction and support to the team to achieve the goals effectively and efficiently. Here are some of the techniques commonly used by leaders for team coordination:
- Teamwork: This one may seem straightforward, but working in a team is essential for coordinating that team. Leaders skilled in teamwork can adequately delegate work to their team members, ensuring that no one has too much or too little to do. Also, a leader who focuses on teamwork is a leader who can easily motivate their team to provide their best work. Instead of being a boss who gives orders, they demonstrate that they are just as much a part of the team and genuinely care about their team members' progress. Teamwork allows a leader to feel more connected to their team and encourages the growth of a ‘work together environment,’ leading to increased productivity and happier work life.
- Fostering great communication: A strong leader can clearly and concisely communicate goals, tasks and other organisational needs to their team. Leaders should be masters in written and verbal communication to ensure expectations are presented to their employees in a way they can understand. Being an effective communicator also involves listening intently, speaking clearly, understanding body language and being conscious of your tone.
- Creating well–defined roles and empowering the team members: Being a good leader means knowing which of your team members are best suited to take on a project or task and empowering them to do so. Delegating tasks to other team members is an opportunity to showcase their skills while learning new ones and makes them feel more committed to their work.
- Sound planning and goal setting: The success of any team is often dependent on the team leader. Goal setting allows the team to work towards something and inspires teamwork and innovation. Once the goals are set, it is time to plan the execution of the goals along with a plan for any contingency and problems that may arise along the way.
Team Building Activities
The right kind of team building exercises can help teams to work together more effectively and to highlight strengths and weaknesses in individual team members.
Watch
Best team-building activities for small groups
Five team-building activities aimed at leaders of small groups.
Duration: 4:40 minutes
Questions
Pre-Watch Task: Watch the short video for some great ideas for small-group team-building activities.
Post-Watch Question: Which activity appeals to you in particular? Can you think of any other relevant activities that would be good for small groups?
Here are some resources for you to look at to get an idea of the variety of team-building activities you could consider implementing in your workplace.
Reading
Click on the link to read about 22 Team-Building Activities Your Co-Workers Won't Hate from the Muse website. These activities encourage team bonding, build trust and bring employees closer together.
Expected Duration: 30 minutes
Post-read question
Which was your favourite new activity from the website link? Do you think it would be helpful at your workplace?
Below are five concepts that encourage accountability and can be drawn upon when communicating goals and objectives.
- Common Purpose—This is the reason for the goal or objective. Why does this work matter?
- Clear Expectations—What exactly needs to get done, and by whom? Ensure that all team members have a clear understanding of what is expected of them. You may need to repeat this information and clarify finer points until everyone has understood.
- Communicate and Alignment—Make sure over time that everyone is moving in the same direction and the team remains focused and aligned. Reminders of why their work is important can be helpful, and check-in to see if any resources are required.
- Collaborate and Coach—Rather than telling your team members what to do, coach them by monitoring progress and removing roadblocks. Listen more than you talk and become a resource to help them achieve their goals.
- Consequences—All results and consequences need to be visible, including positive outcomes and results. Give feedback when work does not go to plan or is not on track, and celebrate when things go right.
There can be no grey areas or misunderstandings by providing team members with a clear definition of what they are accountable for.
Watch
Why Accountability Is Important for Entrepreneurs
We are not accountable to ourselves. We are accountable to others. As social animals, we feel responsibility to each other.
Duration: 2.23 minutes
Questions
Pre-Watch Question: Why do you think we are accountable to others more than to ourselves?
Post-Watch Question: Why is accountability important in your professional and personal life?
As leader of your team, you will be required to allocate tasks to team members. This is not as simple as dividing the tasks equally between individuals, as it is important to encourage people to take on work they are good at and also feel excited by. Allocating tasks fairly as opposed to equally will help everyone feel they are contributing and enjoying their work.
The following are five (5) main considerations when allocating work among your team:
- Priority—This should be your first consideration when you distribute work, and your priority list should be reviewed often. If a project is the first priority and someone is available and able to do it, then they can be given the task.
- Skill Sets—Understanding your team's individual skill sets and capabilities will help allocate tasks to those who are best suited to the work.
- Availability—Who is available to do the work? Once the priority and skill sets are determined, your next question is, who actually has the time to complete the task? This is particularly important if you consider shifting someone from a project onto new work when there are other team members available and capable of doing the work. There may be frustration among other people working on the original project.
- Development—As a leader, ensuring team members have development opportunities is a great way to grow their capabilities. With the right guidance, feedback and coaching, you can help lift your team member to the next level of performance.
- Interest—The final consideration when allocating tasks is who has a particular interest in the work needed. Allocating work that your team are passionate about can help achieve great results, so it can be helpful to create a balance between development opportunities and working on tasks of interest.
Understanding the four communication styles will help you to communicate objectives and goals to your team. Providing accountability and allocating tasks appropriately will assist in getting the most out of your team members, as long as team communication and collaboration are encouraged and consistently promoted in your organisation. A team that communicates well and collaborates may find more effective solutions while achieving their goals and objectives. In order to do that, it may be helpful for team members to understand each other’s communication styles.
Team Collaboration
Collaboration is not simply cooperation; rather, it is working together for a shared goal or vision. It is not individual efforts working alongside each other; rather, the team works to create something new together. Think of an orchestra where each musician plays different sounds, with the result being the symphony they create together. This differs from cooperation, where individuals exchange information resources and work to support each other’s individual goals.
A team that collaborates well together is valuable, so it is essential to promote open and respectful communication in all circumstances. You may also need your team to collaborate with other teams in the organisation, and practising having a consistent culture of collaboration will enable your team to do this well.
To create an environment that fosters collaboration in different situations, it is necessary to be a trustworthy and reliable leader. You need to deal with conflict within the team, create open dialogue and welcome two-way feedback. This will make it easier to ensure excellent communication among your team, resulting in engaged team members who maximise their strengths and can proactively debate ideas and solutions.
Facilitation Techniques
When managing a new team, it is essential to the project's success to have synergy and effectiveness within the team. Here are a few facilitation techniques you can use at various stages of the project:
Responses will vary and could include team building activities, ice breakers (e.g. get-to-know-you activities), puzzles, quizzes, activities to identify key skills and reporting lines of people on the project and communication methods within the team.
Responses will vary and could include facilitating brainstorming sessions, milestone celebrations, morning tea/lunch, team outings, where each person takes a turn presenting, acknowledging individuals and teams, and milestone posters or scoreboards.
Responses will vary and could include a celebration, acknowledgements, success planning, an introduction to the next project, development ideas, and setting goals to encourage a future within the organisation.
Summary:
- Effective teamwork is a crucial aspect of any organisation's success
- As a leader, the most vital aspect of building a team is clear, concise communication and fostering collaboration.
- At the outset, goals and objectives should be clearly defined for the best outcomes.
- Ensure the team agrees to the tasks allocated to them
- Improve teams’ productivity by delegating responsibility and accountability
- Celebrate and acknowledge the success of the team and the achievements made by the team members.
A coach is someone that sees beyond your limits and guides you to greatness!Michael Jordan
One of the critical aspects of being a leader is coaching your team to learn new skills, solve problems, do their best and progress in their own careers. It is not enough to just tell your team members what to do. When team members face a problem, good leaders and coaches guide them to develop a solution.
The GROW Coaching Model
During a coaching session or conversation, take the following steps to make the most out of your time and help your team members move forward with their tasks. In the explanation of the GROW formula below, you will note that the role of the leader is to coach the team member by listening carefully and asking relevant questions, not to provide an answer or way forward instantly.
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Establish the Goal First, with your team members, you must define and agree on the goal or outcome to be achieved. Help your team member define a goal that is specific, measurable and realistic. Useful questions to be considered are as follows:
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Examine the Current Reality Next, ask your team member to describe their current reality. This is a very important step as people try to solve a problem without fully considering their starting point. This can mean they often are missing some important information needed to solve the problem effectively. The solution may start to emerge as discussions take place. Useful coaching questions to be considered are as follows:
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Explore the Options Once you and your team members have explored the current reality, it’s time to explore what is possible – meaning, all the many possible options you have for solving the problem. Help your team member generate as many good options as possible and discuss these. Let your team members offer their suggestions first, and let them do most of the talking. Typical questions used to establish the options are as follows:
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Establish the Will By examining the current reality and exploring the options, your team member will now have a good idea of how they can achieve their goal. Your final step as a coach is to get them to commit to specific actions that will help them establish their will and motivation. Useful questions to ask are as follows:
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Watch
Introduction to coaching the GROW model
Introduces the GROW model to instil confidence in employees through the use of a methodical approach. The GROW model helps you to organise your coaching process in a flow that identifies the goal first and ends with a plan.
Duration: 2.14 minutes
Questions
Pre-Watch Task: Watch this YouTube video for a summary of the GROW method in coaching.
Post-Watch Task: Summarise in your own words the steps of the GROW model outlined in the video.
The key aspects of coaching are:
- The relationship generally has a set duration.
- Generally, this partnership is more structured, and meetings are scheduled regularly.
- It is short-term (sometimes time-bounded) and is focused on specific development areas/issues.
- Coaching is generally not performed because the coach needs to have direct experience of their client’s formal occupational role unless the coaching is specific and skills-focused.
- The focus is generally on development/issues at work.
- The agenda is focused on achieving specific, immediate goals.
- Coaching revolves more around specific development areas/issues.
Mentoring
According to Eric Parsloe, 'Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be.'
Mentoring techniques in supporting team members:
- Build rapport with your mentee to know them better
- Actively listen to understand the needs and interests of the mentee.
- Discuss and establish goals and objectives.
- Assist mentees with exploring opportunities that can help in achieving their goals, maximising their potential, developing their skills, improving their work performance.
- Meet regularly to check in to review and discuss any challenges or roadblocks.
- Inspire and help the mentee become more knowledgeable and effective in their current job.
The key aspects of mentoring are:
- It can be more informal, and meetings can occur as and when the mentee needs some advice, guidance or support.
- Usually, it is more long-term and takes a broader view of the person.
- The mentor is usually more experienced and qualified than the ‘mentee’. Often, a senior person in the organisation can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities.
- It is focused on career and personal development.
- The mentee sets the agenda, with the mentor providing support and guidance to prepare them for future roles.
- Mentoring revolves more around developing the mentee professionally.
Managing conflict and challenges
As a leader, you will come up against challenges at some stage. You will be required to help your team resolve challenges related to tasks or conflicts within the team.
Task-Related Challenges
Task-related challenges are issues that arise about the work that needs to be completed. They are often specific and impact the efficiency or quality of someone’s work. These challenges may be restricted to one team member or be experienced by the team as a whole. Rather than taking all challenges on board yourself, a good leader will include their team in the process to develop the skills of their employees. Some examples of determining the way out of a task-related challenge include bringing the team together for a brainstorming session, engaging experts external to your organisation, working with other departments or teams, and facilitating a GROW coaching session with the team member or broader team.
Team Conflict
Conflict within your team can be harder to identify and address. What examples of conflict in the workplace have you experienced or witnessed? Do you feel the conflict was dealt with appropriately?
If your organisation has a Conflict Resolution policy and procedures, it is helpful to be aware of what these entail and access them easily. These are designed to help resolve a complaint or conflict quickly and fairly in a consistent manner with the organisation’s values. When attempting to resolve conflict within a team, you first need to understand the cause of the conflict and then arrange a meeting with the relevant team members.
Strategies for conflict resolution and negotiation:
- Clarify what the disagreement is — Continue to ask questions until you are satisfied you understand what the disagreement is about. Sometimes, parties see the disagreement differently, so it is important to understand how each team member views the issue.
- Establish and negotiate a common goal for all parties — Establish what each team member would like to see happen. If both sides agree on a common goal, they are more likely to work through the required changes or processes to reach it. Continue asking questions until all parties can agree on an outcome.
- Discuss ways to meet the common goal — Ask what problems may prevent a resolution and discuss these as a team. By understanding what problems may be, you can find solutions.
- Determine barriers to the common goal — Understanding possible problems that can occur is important so a resolution can be found. It is important for everyone to understand what can and cannot be changed and work around fixed issues.
- Agree on the best way to resolve conflict — Everyone needs to agree on the best solution. Begin by asking each person what they consider common ground. This can help to find a solution that everyone can live with. This also leads to a discussion about responsibilities in maintaining the solution and understanding how the conflict came about.
- Acknowledge the agreed solution and responsibility — the point where they own their responsibility in resolving the conflict. Having all involved express what they have agreed to is important to be confident that everyone is on the same page and understands what is to happen moving forward. Following up with an email outlining these responsibilities can be helpful to ensure, once again, that these are clear to all.
Summary
- Learn and practice the stages of GROW model as a framework for structuring a coaching session.
- Develop and use strategies to manage conflicts effectively and efficiently.
- Communicate effectively in conflict situations.
- Adopt different responses and approaches to managing conflict.
- Use key coaching strategies that promote empowerment, reflection and a focus on the future.
- Mentoring opportunities can assist mentees in getting better at their jobs faster.
- As a leader, provide mentoring and coaching opportunities to team members to build relationships with the team and develop skills.
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