Team Leader

Pages: 6 (1712 words) Published: July 10, 2011
Team leader
Team member who may not have any authority over other members but is appointed on permanent or rotating basis to (1) represent the team to the next higher reporting level, (2) make decisions in the absence of a consensus, (3) resolve conflict between team members, and (4) coordinate team efforts.


NPD Body of Knowledge|
Building Effective Product Teams|
Team Building Workshop|
Team Launch Workshop|
Team Leader Workshop|
PDT/IPT Training|
DRM Associates|

Provide team leadership and coaching
* Create an environment oriented to trust, open communication, creative thinking, and cohesive team effort * Provide the team with a vision of the project objectives * Motivate and inspire team members

* Lead by setting a good example (role model) - behavior consistent with words * Coach and help develop team members; help resolve dysfunctional behavior * Facilitate problem solving and collaboration

* Strive for team consensus and win-win agreements
* Ensure discussions and decisions lead toward closure
* Maintain healthy group dynamics
* Intervene when necessary to aid the group in resolving issues * Assure that the team members have the necessary education and training to effectively participate on the team * Encourage creativity, risk-taking, and constant improvement * Recognize and celebrate team and team member accomplishments and exceptional performance Focus the team on the tasks at hand or the internal and external customer requirements * Coordinate with internal and external customers as necessary * Familiarize the team with the customer needs, specifications, design targets, the development process, design standards, techniques and tools to support task performance * Assure that the team addresses all relevant issues within the specifications and various standards * Provide necessary business information

* Serve as meeting manager or chairman
* Initiate sub-groups or sub-teams as appropriate to resolve issues and perform tasks in parallel * Ensure deliverables are prepared to satisfy the project requirements, cost and schedule * Help keep the team focused and on track

Coordinate team logistics
* Work with functional managers and the team sponsor to obtain necessary resources to support the team's requirements * Obtain and coordinate space, furniture, equipment, and communication lines for team members * Establish meeting times, places and agendas

* Coordinate the review, presentation and release of design layouts, drawings, analysis and other documentation * Coordinates meetings with the product committee, project manager and functional management to discuss project impediments, needed resources or issues/delays in completing the task Communicate team status, task accomplishment, and direction

* Provide status reporting of team activities against the program plan or schedule * Keep the project manager and product committee informed of task accomplishment, issues and status * Serve as a focal point to communicate and resolve interface and integration issues with other teams * Escalate issues which cannot be resolved by the team

* Provide guidance to the team based on management direction

Coach, Don't Demonstrate
When you're under a time crunch, it's tempting to demonstrate a task rather than to provide supportive directions. When you say "Let me show you how" your motivation is probably just to get the work done rather than help the team member learn. This can be devastating to that team member's skill development and makes him dependent on you. In the long run, the individual to whom you've demonstrated skills will require guidance for just about everything. Since you've done everything for him, he may be hesitant to make decisions or take action without checking with you first.

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