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The best managers value their staff and communicate well. This does not mean sending tons of paper or emails around to read, but actually giving clear comments or instructions, simply and briefly, to ensure everyone understands what's expected of them. Once a communication is given, the end result needs to be monitored. If a response from a member of the team is due at some time in the future, it has to be followed up until delivered.

It is a lack of monitoring activities which leads to the worst problems for team leaders; a situation likely to be blamed on lack of time because leaders themselves are busy.

But the greatest fallacy around leadership is that when you are in charge of a team you have to work terribly hard to set an example to others. In fact, if you are too busy you are not doing your job properly. A competent manager delegates tasks and leaves his or her team to get on with them. The primary job for the manager at all times is to be there for the staff, to concentrate on their needs; to be available to answer queries, to check progress, to advise and encourage, to deflect inappropriate action and to assist where needed. If the manager focuses on the team, her/his guidance will ensure they do 150% because consistent positive attention to their needs and problems will boost both their feeling of value and the level of productivity.

To every single colleague, the team leader is the most important person. The one they wish to please and impress. When the team is neglected because the manager is 'too busy' the results become all too apparent in unexpected negative outcomes and low productivity. Everyone likes to feel appreciated and recognised for a job well done and the lowest morale is often created by this lack of attention and recognition from managers. This is because they tend to stress the negative, critical aspects of their workforce instead of the positives, which end up undermining or diminishing genuine team effort. In such situations, where there is a lack of personal reinforcement, it is difficult for colleagues to remain loyal or to focus on desired outcomes.

Learn more about this author, Elaine Sihera.
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