Leader ship Tips

• Leadership tips
• Team management tips
• How to Manage People : Tips and warnings
 1. Delegation
Delegation is one of the most important team management
skills. The role of a leader is to find the best people for the
job and utilize every collaborator effectively. While individual
employee success revolves around personal performance,
manager success hinges on holding team members
accountable, yet trusting them to do their jobs.
Micromanagement occurs when managers struggle to cede
control to teammates. When leaders constantly review or
perform tasks that staff are capable of handling alone,
employees’ confidence and morale drops. Not to mention,
leadership duties often get neglected in the process. While
the manager completes simple tasks, nobody fulfills higher-
level functions like analyzing data and evaluating progress,
evaluating and coaching employees, and making executive
decisions that benefit the team. Plus, trying to do everything
is a sure recipe for burnout.
Team management requires a shift in mindset, from a player
on the field to a coach guiding the game. Skilful leaders
identify teammates’ strengths and weaknesses, evaluate
workloads, and split tasks among team members accordingly.
If necessary, then team managers can reassign roles as the
project progresses, but it is important for every team
member to receive clear duties and sufficient workloads.
 2. Emotional Intelligence
People managers connect and correspond with
individuals of various backgrounds, responsibility
levels, and personalities on a daily basis. These
contacts range from teammates to executives to
vendors to clients. Possessing a high emotional
quotient and exceptional empathy enables
managers to navigate situations with grace and
dignity, ensuring mutual respect.
Emotional intelligence is one of the most pivotal
team management soft skills. Defined as the
ability to accurately identify and respond to the
expression of feelings, emotional intelligence
guides leaders in interactions with colleagues.
Strong emotional skills prevent conflict and
accelerate relationships, helping employees
connect with bosses and gain the psychological
safety needed to thrive in the workplace.
 3. Boundary Setting
One of the most often overlooked team management
competencies is the ability to set boundaries. Leaders
walk a fine line between developing personal
relationships and remaining professional. Team
managers aim for relatable and respect. These leaders
want employees to see them as human, while still
recognizing them as the boss.
This balance between authority and authenticity is tricky
to achieve and maintain, albeit possible with proper
boundaries. Good managers show interest in
employees’ lives beyond the office, but do not pry or
discuss work-inappropriate topics. While team leaders
might develop closer relationships or stronger rapport
with certain team members, when it comes time to
work, all teammates are on equal footing and receive
fair treatment.
Though friendly and approachable, great team leaders
set expectations and follow-through on results.
Employees understand that an amiable relationship with
the team leader is no excuse to under-perform.
 4. Organization
Organization is an essential skill for team leaders, and
one of the most pivotal cross-functional team
management skills. Projects and collaborations consist
of many moving parts and individual contributions,
and without a well-ordered system, leaders may
overlook important details.
Well-organized team leaders keep teammates on task,
executives informed, and operations running
smoothly. Managers with a clear plan know when to
schedule meetings, where to find critical information,
and who to check in with for updates. The resulting
sense of calm and control inspires confidence and
puts collaborators at ease.
One way to organize teamwork is by using 
project management software. Another approach is to
recruit a competent assistant to gather and manage
information. However, each manager has a preferred
organizational method, such as spreadsheets, to-do
lists, or daily scheduled housekeeping rituals.
 5. Team Building
Team building is an ongoing and intentional process, so
it is important that managers have the know-how to
build relationships, foster communication, and
strengthen bonds between teammates. While some
colleagues click and get along instantly, most groups
need help communicating, coordinating, recognizing
each other’s skill sets, and appreciating unique
personalities and perspectives.
Great team leaders rally group members around a
central purpose. These managers spotlight team
members’ strengths and distinguishing factors while
also highlighting qualities teammates share. Savvy
team leaders establish common ground while also
nurturing individual talents, meaningfully connecting
teammates in ways that encourage further interaction.
The practice requires a great deal of upfront effort.
However, the more teammates connect, the more they
become each other’s support systems and
cheerleaders. The more the team helps each other, the
less coaching the manager has to d
 6. Communication
Communication is critical to team success. Regular
communication builds trust and develops rapport between
managers and employees. Since teamwork involves groups of
individuals performing tasks simultaneously in hopes of
reaching a unified goal, it is important that every collaborator
know where others are in the process.
When leaders fail to convey important details, adequately
explain instructions, or lay out clear expectations, workers
under-perform. Lack of communication is a common cause of
employee frustration, but establishing firm lines of
communication makes teams more efficient and team
members feel more valued and confident.
Managers should check-in with staff regularly, even if only to
verify that there are no urgent matters to discuss. Selecting the
proper means of communication is also important. For
instance, if there are no pressing updates, an instant message
might suffice rather than a meeting. If a manager must pass on
a great deal of important information, then a well-formatted
email may be the best method.
A good leader sets standards for communication and models
those behaviors for the team. Setting a professional tone in
conversations and sharing information promptly encourages
employees to follow suit.
 7. Decision Making
The decisions a leader makes affect the rest of the team, and
often, the company at large. Managers set the strategy for
the team, settle disputes, and plot courses of action during
crises. These leaders are responsible for choosing the most
time-effective ways to complete projects while still ensuring
the well-being of team members. Every decision must serve
the business, the clients, and the team, and striking a
balance can be tricky.

Managers must be able to project all potential outcomes

and analyze options objectively. Good leaders do not only
consider the immediate results, but also think about long
term effects. Often, authority figures need to make quick
and critical decisions with limited information. Knowing
when to act and when to wait for more data is an essential
team leader attribute. To gain the trust of colleagues, leaders
must be able to explain their rationale and show confidence
in their choices to gain the trust of colleagues.

Making choices is not an occasional occurrence, but a daily,

recurring event. Leaders must develop the self-assurance
and stamina needed to make constant choices, otherwise
decision fatigue and doubt can take a toll.
  8.Problem Solving
Problem solving is a crucial ability for any team leader,
but falls under sales team management skills in
particular. Clients often adhere to the axiom, “the
customer is always right” or expect all companies to
embody Burger King’s famous slogan, “have it your
way.” As a result, leads request special
accommodations and sales managers must strike a
balance between satisfying the client while operating
within the realm of possibility.
In an ideal situation, staff use good judgment to solve
problems without managerial input, but realistically,
most employees need to observe conflict resolution in
action to identify the optimal approach. Plus, team
leaders usually have more experience than teammates
and exhibit the ability to consider issues from multiple
perspectives, enabling them to choose more practical
solutions.
 9. Constructive Criticism
The ability to tactfully deliver constructive criticism is one of the
most important performance management skills. Hearing feedback
can make folks defensive, yet a skilled manager disarms recipients
and delivers messages successfully.
According to the Harvard Business Review, the best employee
evaluations are honest but not overly harsh. Instead of merely
giving orders or advice, great feedback inspires reflection and
experimentation.

HBR advises that the ideal formula for critiquing colleagues is:
Mention the time and place when the behavior happened.
Describe the behavior objectively, stating what you saw and heard.

Note the thoughts, feelings, and consequences this action inspired.

Instead of passing judgment or saying “this was wrong,” good
constructive criticism focuses on the effects of the action. The
manager aims to both convey their perspective and understand
the subject’s point of view, searching for a solution with the
employee.
Also, while most managers focus on addressing flawed habits,
recognizing and exploring positive performance is equally
important. Not only does positive reinforcement make employees
feel appreciated and make them more receptive to feedback, it
also helps them understand which behaviors benefit the business. 
How to Manage People : Steps

1. Rid your mind of the word “manager” and replace it with “leader”. Leaders don’t require titles or promotions, they
are people that inspire and motivate without regard to the setting or the team.
2. Keep a good sense of humor. It makes you approachable and it helps you maintain perspective.[2] Don't take yourself
too seriously. Everyone puts their pants on one leg at a time
3. Remember that your direct reports are people. They are not resources and they are not human capitol. They are
people with families, feelings, and problems. It is not possible to separate work from home life. Be aware that people
have personal lives and do the best you can to be sensitive to them. Treat everyone as your equal regardless of their
title or position.[4] Remember to smile a lot and always maintain a pleasant demeanor.
4. Know your strengths and weakness. Know the strengths of your team as well as the weakness and allow for
improvement.
5. Have a clear plan of what needs to be done. “By failing to plan you plan to fail.” Set long and short term goals.
6. Be decisive.[6] When asked for your opinion, you should have it well thought out and present it persuasively. You
should not waffle or stall. For big decisions, set a deadline, and have the decision by that time. If someone offers an
argument that convinces you to change a decision, acknowledge it and embrace the new idea completel
7. Communicate your expectations. Put them in writing whenever possible. Solicit feedback from the people you are
leading. Know what they expect from you. Address any discrepancies immediately and clearly. [8]
How to Manage People : Steps

8. Have a clear understanding in your own mind of things that you can change and the things that you cannot. Simply
accept the things you cannot change and do not apply any energy to them what-so-ever. Then, focus all of your efforts
on the things you can change. Action oriented people are always sought after and successful.
9. Remember that different things motivate different people and that people will do what they have incentive to do. It is
your job to make sure that their incentives match your goals. For example, if you pay a bonus for people to produce a
higher number of pieces, don’t be surprised if quality starts to suffer in favor of volume
10. Maintain the confidence of everyone in the organization. Managers frequently have access to more information than
other employees. It is imperative that you never betray the confidence of the company, your manager, your peers, or
your employees. Be sure that people can confide in you.
11. Be Consistent. Your actions and reactions must be consistent. You don’t want to be the type of manager that everyone
asks what kind of mood you are in before they approach you with an issue
12. Being flexible is very important and it does not conflict with being consistent. You must remain flexible to change
directions, change rules, and change resources to remain competitive.
13. Focus only on solutions and not on problems. People gravitate toward solutions oriented individuals
14. Hire slowly and fire quickly. Take your time hiring good quality people. Have several people interview and do thorough
background checking. But, when you have a disruptive personality or person who fails to perform you need to take all
steps to get rid of them as quickly as possible
How to Manage People : Tips and warnings
Tips
• Never tell someone that something is impossible. Anything is possible given enough time and resources. You should always answer,
“These things would have to happen, and it will take this long and cost this much”.
• Address issues directly. Don’t become a policy manager. This happens when you have one person on your team who sends more
personal emails than they do work emails so you create a department policy that you cannot use work computers for personal email.
Everyone gets punished for one person’s abuse. Instead, address the issue directly with the person who is abusing the privilege. Let
them know they are abusing the privilege and if it doesn’t stop immediately disciplinary action will be taken.
• When confronting someone, be sure to focus only on their actions. Typically when someone is confronted they will react as though it is
a personal attack. By focusing on the inappropriate action it will help you keep the conversation more professional
• Don’t be afraid to fail. Every time you or your people fail it just means you have discovered one more thing that doesn’t work. It means
that you are one step closer to something that will work.
• Always remember the rules of goal setting. Goals need to be S.M.A.R.T.E.R: Specific, Measurable, Attainable, Realistic, Timely, Ethical,
and Relevant.
Warnings
• Remember that you will never control people or events. In fact the only thing in your life that you control is your own actions. Use your
actions to motivate and to inspire. Don’t waste your time trying to control people. It cannot be done.
• Don’t be afraid to admit you were wrong. Everyone makes mistakes. You will eventually make them as well. When you do, admit it and
learn from it. Making mistakes is always acceptable. Repeating them is not.
• Being aware that people have personal lives does not mean you should ever get involved with their personal lives. Focus on your
business relationship while keeping in mind that people have personal lives to attend to is your best bet. Avoid giving advice about
personal and relationship issues.
 Anger management: 10 tips to tame your temper
Keeping your temper in check can be challenging. Use simple anger management tips — from taking a timeout to using "I" statements — to stay in
control.
Do you fume when someone cuts you off in traffic? Does your blood pressure rocket when your child refuses to cooperate? Anger is a common and
even healthy emotion. But it's important to deal with it in a positive way. Uncontrolled anger can take a toll on both your health and your
relationships.
Ready to get your anger under control? Start by considering these 10 anger management tips.
1. Think before you speak :In the heat of the moment, it's easy to say something you'll later regret. Take a few moments to collect your thoughts before
saying anything. Also allow others involved in the situation to do the same.
2. Once you're calm, express your concerns
As soon as you're thinking clearly, express your frustration in an assertive but non confrontational way. State your concerns and needs clearly and
directly, without hurting others or trying to control them.
3. Get some exercise
Physical activity can help reduce stress that can cause you to become angry. If you feel your anger escalating, go for a brisk walk or run. Or spend some
time doing other enjoyable physical activities.
4. Take a timeout
Timeouts aren't just for kids. Give yourself short breaks during times of the day that tend to be stressful. A few moments of quiet time might help you
feel better prepared to handle what's ahead without getting irritated or angry.
5. Identify possible solutions
Instead of focusing on what made you mad, work on resolving the issue at hand. Does your child's messy room make you upset? Close the door. Is your
partner late for dinner every night? Schedule meals later in the evening. Or agree to eat on your own a few times a week. Also, understand that
some things are simply out of your control. Try to be realistic about what you can and cannot change. Remind yourself that anger won't fix
anything and might only make it worse
 Anger management: 10 tips to tame your temper
6. Stick with 'I' statements
Criticizing or placing blame might only increase tension. Instead, use "I" statements to describe the problem. Be respectful and specific. For
example, say, "I'm upset that you left the table without offering to help with the dishes" instead of "You never do any housework."
7. Don't hold a grudge
Forgiveness is a powerful tool. If you allow anger and other negative feelings to crowd out positive feelings, you might find yourself
swallowed up by your own bitterness or sense of injustice. Forgiving someone who angered you might help you both learn from the
situation and strengthen your relationship.
8. Use humor to release tension
Lightening up can help diffuse tension. Use humor to help you face what's making you angry and, possibly, any unrealistic expectations you
have for how things should go. Avoid sarcasm, though — it can hurt feelings and make things worse.
9. Practice relaxation skills
When your temper flares, put relaxation skills to work. Practice deep-breathing exercises, imagine a relaxing scene, or repeat a calming
word or phrase, such as "Take it easy." You might also listen to music, write in a journal or do a few yoga poses — whatever it takes to
encourage relaxation.
10. Know when to seek help
Learning to control anger can be a challenge at times. Seek help for anger issues if your anger seems out of control, causes you to do things
you regret or hurts those around you.
• https://youtu.be/SMJDQFTw6fk
• https://teambuilding.com/blog/decision-maki
ng-books
Stage 1: Before getting into the specific details of goals and objectives, high-impact leaders
spend all the time that's needed on forming a clear vision (e.g., the general shape of a desired outcome or future state) which makes possible complete, undisputed acceptance of its
attainability.
Stage 2: This entails a very candid and clear discussion of what people are thinking and feeling.
The high-impact leader makes sure that everyone's agenda is heard and explored. He or she carefully asks questions to make sure there is a genuine expression of beliefs, expectations
and even fears, while also patiently ensuring that the conversation remains relevant to the big picture. This keeps all those involved out of the swamp, and enables them to set
up a useful and realistic agenda. Once this is done, the high-impact leader assesses the agenda.
Stage 3: The high-impact leader now skillfully discusses with team members the issues
enmeshed in their proposed agenda. In this way, the leader can deepen his or her understanding of the team's goals and bring to the surface any hidden agendas. The high-impact
leader describes scenarios linking future outcomes with the current situation, then proceeds to refine them. He or she continues to keep the process focused on the target
future state, and helps the team to see how far it has moved and what progress it has made.
Stage 4: The leader makes sure participants know exactly what steps need to be taken next, and
that they are open about what they will do to turn their commitments into reality - making the team 'alive'. The closing of a powerful conversation is also the time when a leader makes
sure there is absolute buy-in, or belief in what the team is setting out to do, that team members‘ commitments are clear and accepted, that all action steps are well-defined and
understood. In this way, the high-impact leader ensures that the powerful conversation will produce results. These are the four most significant behaviors consistently
demonstrated by high-impact leaders. But they are not the only such behaviors. What follows is a less detailed but fuller list of what leaders should do to get people to work
together to attain organizational goals.
1 Define a very clear picture of the future - a vision for the team. This is crucial, because
teams search desperately for specific targets. Consider the old expression: "If you don't know where you are going, any road will get you there." Journeys without a clear
destination leave groups feeling flat and lost. Keeping teams informed on where they're headed and how best to get there means leaders must be prepared to
acknowledge and adapt to changes in operational conditions and even objectives. Leaders cannot sit back and watch, but instead must create and recreate the vision
and team spirit that stops people losing heart and becoming lost.
2 Be genuine, even if it means lowering your guard. Leaders who create 'click' have an
uncanny sense about how and when to express their inner selves. They will even reveal their own vulnerabilities at the right time to gain the respect of those around them.
They are not so concerned about projecting a perfect image: they know that high-impact leaders get results by laughing at their own flaws. They don't play make-
believe, knowing it's more important 'to be‘ than to 'seem to be'.
3 Ask good questions. They use enquiry and advocacy in such a way as to keep them abreast of
what is really going on. They seem to use a simple formula of the 70-20-10 rule in conversations: 70 per cent listening, 20 per cent enquiring with just the right amount of
advocacy, and 10 per cent tracking (i.e., summarizing and synthesizing information, and providing possible courses of action).
4 Talk about things - even the hard things. A leader who gets their team to click is not afraid
to talk about the tough stuff. They find ways to have the difficult conversations in the knowledge that burying problems doesn't make them go away. They also know that if
they, as leader, don't talk about things, no-one will and, pretty soon, a culture will develop in which too many things are left unsaid. (I can always tell when teams are
dysfunctional by measuring the amount of stuff not talked about, or what I call the "let's not go there" issues.)
5 Follow through on commitments. Leaders of high-performing teams find ways to build trust
and maintain it, especially by making teams hold to their commitments and keeping the team's view of its goals clear. However, they also know how to distinguish
professional trust from blind loyalty.
6 Let others speak first. In high-performing teams, members see themselves as equal in terms
of communication. Leaders should therefore encourage this by putting the other person's need to express their agenda ahead of their own.
7 Listen. High-performing teams comprise people who have mastered the art of listening
without fear, of allowing others to speak without reacting strongly or negatively to what is being said, or what they anticipate will be said. The leader fosters and honors this
attribute within the team by quickly putting a stop to bad conversational behavior that cuts other people off and implies that their ideas are not valued. The leader
knows that achieving higher levels of innovation requires team members to be unafraid to express unusual ideas and advocate experimental processes. They
emphasize this by publicly thanking those who take risks - and by making sure that sharp-shooters put their guns away.
8 Face up to non-performing players. This brings us to a very important characteristic of
high-performing teams, which is that their leaders do not tolerate players who pull the team apart. Interestingly, experienced leaders frequently maintain unity and discipline
through third parties in the form of people we call 'passionate champions'. A leader may surround his or herself with several passionate champions, who have
established an understanding and close working relationship with one another, and who are totally focused on, and committed to, the team's objectives. They are
capable of getting the job done - and not afraid to remove people who are failing to help them do so.
9 Have fun, but never at others' expense. High-impact leaders steer clear of sarcasm: they
always take the high road. If they do make fun of someone, it's usually themselves. They have learned the lesson that reckless humor can be misinterpreted and backfire.
They know that
critics of the organization can turn inappropriate remarks back on a leader who makes them.
10 Be confident and dependable. Somehow, over and above the daily struggle, leaders who
get teams to click project confidence. They do this by preparing their conversations and not backing away from, or skimming over, real issues and problems, even difficult or
confronting ones. They always address 'What's up?' and 'What's so?' in the organization. They don't try to be spin doctors because they know that, ultimately, this
doesn't work. Rather, they are known as straight shooters - people who play hard, fight fair, and never, never give up. At the end of the day, team members know that,
whatever happens, their leader will be left standing. This gives them confidence that they will be standing, too. They also know that, should things get really bad, their
leader will not desert them or try to shift the blame, but seek to protect them, even if it
means standing in the line of fire.