Team leaders who are newly promoted within the same business or team can struggle to make the transition from technical specialist (agent) to people manager (team leader). Team leaders who have been doing the job for a while are usually decent people trying to do their best, but their effectiveness is not always as it should be.

Here are a few questions for you about your team leaders and deputies which may strike a chord…

1. My newer team leaders are finding it tricky to adjust their mindset from “team member” to “team manager”
2. My existing team leaders sometimes get sucked in to daily “noise”, rather than prioritising their time and activities according to the return they will bring to the business
3. They do what I ask them to do, but don’t offer too much in the way of proactive ideas
4. They try to manage more by email and spreadsheets than by walking about and talking to their team
5. They can overcomplicate things and get bogged down in detail, rather than keeping it simple and realistic
6. I find myself having the same conversations with them, over and over
7. They do too much themselves, they fear delegating
8. They are nervous about dealing with things like recruitment, absence and lateness
9. They sometimes browbeat their teams in to doing things differently – rather than creating a fire in everyone’s bellies to “take on the world”
10. They struggle to motivate the varied bunch of people in their team
11. They spend too much time dealing with those who are under-performing, and too little on those who deliver the goods
12. They sometimes do things without considering what the impact of their actions might be on a customer or another department in three months’ time

If your team leaders always do what they’ve always done, they’ll always get what they’ve always got! Alongside you, Timewheel can help them to re-invent their impact and effectiveness – by giving them simple, realistic techniques which work. Now read about our “special ingredient”…