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.

Tags: 9 must have skills, candor, delegating, documenting, Executive Coaching, first time supervisors, formal disciplining, fulfilling dynamic changing jobs, informal coaching, leads, measuring work, motivating employees, OR, planning work, Portland, scripting, Seattle, supervision skills for leads, Team Leaders, WA

This entry was posted on Thursday, July 16th, 2009 at 1:48 pm and is filed under Talent Development, The Leadership Pipeline. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.