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Problem solving report meaning

essay team leader

playak
14.12.2018

Content:

  • essay team leader
  • Developing yourself as a team leader Essay
  • How to cite this page
  • Free Essay: Phil Marshall Developing Yourself as a Team Leader M Understand the role and responsibilities of the team leader. Free Essay: Effective Team Leadership The area of team leadership attracts a lot of attention in the modern world because of the need to assemble and deploy. Adriana Bankston offers the following advice for being a good team leader both in academe and outside it.

    essay team leader

    Motivate them so that they perform even better the next time. Avoid criticizing anyone. Encourage the team members to help each other. Create a positive ambience at the workplace.

    Avoid playing politics or provoking individuals to fight. Make sure that the team members do not fight among themselves. Listen to both the parties before coming to any conclusion. Try to come to an alternative feasible for all. Be a mentor to your team members. He must stand by his team always. No body will respect you this way. Problems may crop up anytime in the team. The leader must be easily available to his team. The team member should have the liberty to walk up to his mentor whenever he is unable to take a decision on his own.

    The team members should be able to fall back on their leader anytime without the fear of getting rebuked. The team leader should take the initiative of bringing the team members closer. A leader should try his level best to break the ice among them. Celebrate their birthdays, anniversaries together so that they can discuss issues apart from work more freely. It is okay if you share one or two jokes with them but make sure you do not cross your limit. Once in a while do organize picnics or parties where families can also be invited.

    The team is where the rubber meets the road, so to speak. When you are an engineer, you tend to just put your head down and focus on your work. I work best in this manner, focused on an objective and engaged with my teammates. When you have to lead a team of engineers, however, you have a constant stream of interruptions for status updates, coordination meetings, release planning, code reviews, course correction, and so on.

    So it unfortunately becomes a constant battle between flow and interruption. Over the next year, I am going to try and intentionally dedicate some time each week where I can work on a single task, without interruption, and enjoy being in a state of flow. Perhaps by blocking out Thursday afternoons, for example, closing my email and chat client, and refusing to schedule meetings or deployments during this time.

    Since I cannot afford to be a bottleneck on any time-sensitive work, I will try and focus on prototyping or experimenting with approaches that may influence development directions and engineering decisions. This should give me some time each week where my work is not reactionary, allowing me to engage more System 2 thinking.

    It should ultimately make me more productive and creative and allow me to deliver more value. I am an intuitive thinker. Intuitive thinkers make up a fairly small percentage of the overall population.

    I find that I am often misinterpreted, or misunderstood, since I think differently than the majority of the people that I interact with. I think being an intuitive thinker has been one of the biggest challenges of leading a team. What is intuitive thinking? I tend to be more abstract than concrete. I focus attention on the big picture, rather than on the details, and on future possibilities, rather than immediate realities.

    I avoid repetition of explanations and definitions, assuming what is obvious to me is obvious to others. My thought is deductive—from the general to specific—and my speech is speculative, laced with inquiry, possibilities, hypotheses and theorems—with data playing a supportive role.

    I like to keep my options open, and follow an idea where it leads me. I am eager to provide reports on what I am engineering, but I am not at all eager to tell others what to do. I prefer focusing on functionality and devising prototypes, and I am quite disinterested in clerical or maintenance operations.

    I am also skeptical. I believe error lurks in what appears true and what appears false, having doubts about just about everything that I propose, or what is proposed to me.

    This presents challenges when leading a team, where I need to communicate clearly with teammates, and stakeholders, on our projects. A couple of my colleagues think much more concretely than I do.

    They want the details first, appreciating how the details might fit into the big picture later on. They want a plan, and they want action, whereas I want introspection and options. My preference for working from the general to the specific can also lead to some tension with stakeholders who want specific release plans and timelines.

    I wish it was different, but a lot of the work in being a team lead is clerical work, like creating tickets, approving vacation, and scheduling releases. I can be good at this type of work if I put my mind to it, but it doesn't energize me, and it is not what I want to be doing on a daily basis. Since I have an awareness of my personality preferences that I have just described, I think that I have struck a reasonable balance in communication.

    A big challenge has been that in the past year, our priorities have shifted a lot based on evolving business objectives, changes in staffing, and through acquisition. This has made long-term planning pretty fruitless. I am fine with this uncertainty, but not all of my teammates embrace it.

    I can certainly do better explaining why, giving context, and presenting more of a concrete plan, even if the plan is uncertain. Over the next year, I hope to communicate our short to medium-term goals more clearly and more often, even if I feel I am repeating myself.

    I hope to become more efficient and disciplined at some of the clerical work, most likely dedicating a day a week where this is my focus, rather than sprinkling it throughout the week. I try and have regular one-on-one meetings with everyone on my team. There is no agenda for these meetings, it is just a chance to talk. I generally try and let my teammates dictate the agenda. To keep these meetings informal, I prefer to go for a walk, or go for coffee, rather than booking a meeting room.

    My first observation with regard to one-on-one meetings is that you should have them, religiously, even if you think there is nothing to talk about. You have no idea what will come up and it is often quite surprising where the conversation goes.

    It is a great way to facilitate regular two-way communication, feedback, and understanding. By far the hardest thing to do in a one-on-one meeting as the manager, but also the most important, is to resist talking. Ask something like: What is the most important thing that we can talk about? Then just sit back and wait. The silence will feel like minutes are passing. You will want to say something to diffuse the silence, but resist saying anything, otherwise you, as the manager, will end up controlling the conversation.

    You want to give space for your teammate to say what is on their mind. Ask yourself the following questions:. Did you answer yes to most of these questions? If so, you seem to be ready for a leadership position. Do you have the necessary requirements? Few people are born leaders, but luckily leadership can be learned. Regardless, there are still important basic requirements you must already bring with you.

    Unlike your employees, whose competence lies in their expertise, you need specific social skills as an aspiring executive. From now on, you will focus on leadership tasks and other tasks that you will delegate to your co-workers. Here you will find the properties that executives need:. They embody different roles — they are the bosses , organizers, motivators, and role models.

    Write down your own leadership skills and list some examples in which you demonstrated these skills successfully.

    Developing yourself as a team leader Essay

    Free Essay: Management and Leadership MGT/ - Management April 15, Management and Leadership Management and Leadership. Characteristics of an Effective Team Leader. words (8 pages) Essay in Management. 03/01/18 Management Reference this. Disclaimer: This work has. communication, team work, social media - The Moderating Role of Team Leadership.

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    kent18

    Free Essay: Management and Leadership MGT/ - Management April 15, Management and Leadership Management and Leadership.

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