Alright, so there are nine “must-have” skills for team leaders and supervisors.  Just as keyboarding is a technical skill that most team leaders and supervisors should have in this tech savvy century, these essential leadership skills are critical for level one leaders.  But what about the skills for level two managers in the leadership pipeline?

Hmm, if these are the skills for level one leaders - planning work, delegating, measuring work, motivating people, informal coaching, formal disciplining, scripting, documenting and fulfilling dynamic changing jobs - then what skills are needed for level two managers?

After reflecting for a bit, many respond by saying that they would be same, only expanded in an appropriate fashion for the level two leaders as lead functions rather than specific jobs.  After all, it is true that typically the level two leaders are managing two or more functions, each of which is lead by a team leader or supervisor.  Remember that level one leaders have a view of the “jobs” while level two leaders have a view - or should have a view - of the functions.  This reflection is a great answer.  There’s more.

Other leaders, after a moment of consideration, answer with a different perspective.  They end up pointing out that it would be the nine “must-have” skills plus an additional set of skills appropriate for managers with a broader responsibility.  That is true as well; and it is closer to the best answer.

In truth, there are at least nine more leadership skills for level two.  We say “at least” because the list of leadership skills we use at Greenfield Development Group is designed to start discussion for necessary skills not be the end-all answer of what skills are required for leaders in an organization.   We believe that each organization is better served by identifying the necessary leadership skills they expect their leaders to demonstrate competence in for each curve of the leadership pipeline; few organizations really do this however.

Some of the addtional skills at level two include team building, persuasion as well as meeting management and facilitation.  It is true that a team leader or supervisor should have some understanding of team building but by the time a leader is managing more than one function (rather than leading particular jobs) the ability to build teams becomes more pronounced.  And, at level two the leaders must really become skilled at persuading people who are their direct reports, people to whom they report, external customers who are asking for a decision maker, external vendors who are serving the organization and others who surround and pressure this manager who is typically described as “being caught” in the middle.

Defining the 9 “Must-Have” Skills for Supervisors and Team Leaders

So, what are the nine “must-have” skills for supervisors and team leaders?

We get asked this question frequently.  And of course, we delight in answering it.  In this post we won’t focus on what makes something a skill.  (We do believe that leaders should develop unconscious competence in each of the skills descrirbed below.)  We will simply list and briefly define the nine skills.

Planning Work

The ability to analyze, organize and prioritize tasks and/or assignments for subordinate team members.

NOTE:  Many first-time or first level leaders make the mistake of continuing to do the work that the team members should be doing.  Why does the leader make this mistake?  Often, because they are good at doing the work.

Delegating

The ability to challenge and grow subordinate team members for competence, and subsequently confidence, in completing broad assignments that obtain results.

NOTE:  Many supervisors exhibit a behavior called micromanaging rather than demonstrate the skill of delegating because they focus on task completeion rather than the results that come from providing broad assignments.

Informal Coaching

The ability to have informal conversations about changing, sustaining and/or improving workplace performance and behaviors.

The most skilled leaders consistently do three things:

1)  Deliver positive contacts,

2) Set clear expectations,

3) Provide ongoing coaching via a three-part loop:  Instruction > Observation > Feedback.

Formal Disciplining

The ability to ethically and legally deliver disciplinary action that obtains winning performance when an employee chooses not to perform (for any number of reasons or excuses).

NOTE:  It is not the process of building a case against an employee so that the employer can win in court; rather it is the ability to formally - and effectively - manage a process that emphasizes how the employee can be successful at work.  Many confuse discipline with punishment.

Motivating Employees

The ability to keep employees engaged, energized and inspired to do the best they can to exceed expectations.

NOTE:  At a bare-bones minimum, an effective team leader must know the difference between “why” people don’t perform and what individuals “need” in order to be successful at work.

Fulfilling Dynamic Changing Jobs

The ability to recognize and respond with solutions when jobs within an organization change due to technology, industry needs, customer expectations, financial constraints, business growth and/or organizational change.

NOTE:  More than recruiting for an open position, this skill requires the supervisor to see ever-changing solutions for getting work done at the job level.

Measuring Work

The ability to use metrics and standards to monitor and analyze results for an individual or team.

NOTE:  Often inexperienced leads don’t truly understand the difference between expectations, goals and standards.  Plus, it may be challenging to cascade down how a department or unit measure breaks down to individual performance.

Documenting

The ability to concisely record in a written fashion (without emotional connotation) the facts of a particular circumstance, especially as it pertains to employee performance.

NOTE:  In particular, this documentation must be prepared to withstand scrutiny should it end up in court.

Scripting

The ability to handle difficult or sensitive conversations with employees and/or customers.

NOTE:  This does not refer to memorizing exact words for having a difficult conversation but it does mean being prepared with an opening script, a central message and a closing script. 

Most importantly, it means that the lead has the ability to handle the difficult dialogue that inevitably occurs in a tough situation.

Strategic and tactical leadership skills - sharpen both edges!  TM

Use a combination of leadership training and/or executive coaching to define, practice and hone these skills for growth!  Practice is really where these tactical leadership skills are sharpened.

A skill includes at least two things - a body of knowledge and practice.  At Greenfield Development Group we do executive coaching for more than 36 skills of leadership.  People are always asking us for books that we recommend.  This project is always a work in progress.

For level one leaders - team leaders and supervisors - our bibliography includes many books that are relevant to scripting, coaching and documenting, of course.

For level two leaders - functional managers - our recommended reading includes works that emphasize skills that require more finesse like team building, resolving conflict and influencing people.

For level three leaders - strategy leaders - our suggested reading list features books that look at such challenges as innovation, rewarding success and strategy execution.

For level four leaders -enterprise leaders - our recommended readings emphasize skills like visioning, remaining highly visible, and shaping the human side of the business.

We are always looking for recommendations.  If you have a book that you think we should add to our listings please let us know by commenting below.