What are the key leadership skills for driving team performance?

Clear and effective communication is not just about verbal or written. It is also about how the actions taken by the leader vis-a-vis what has been said or written.

Clear communication ensures that all team members understand the organization's goals, strategies, and expectations. This alignment is essential for everyone to work towards the same objectives. When leaders communicate transparently and openly, it builds trust among team members. Trust is a foundation for engagement, collaboration, and a positive team culture.

Leadership style is a critical and sometimes overlooked aspect of clear and effective communication. A recent study contrasted two leadership styles: 1?? TRANSFORMATIONAL LEADERSHIP characterised by inspiring & motivating team members through: - Setting clear goals. - Providing support. - Encouraging personal and professional growth. 2?? PASSIVE-AVOIDANT LEADERSHIP, marked by a lack of engagement or responsiveness, resulting in: - Unclear roles. - A lack of support. - A reactive approach. Leaders can foster transformational leadership by: - Clearly defining roles to reduce ambiguity. - Fostering a team climate that encourages learning and collaboration. - Being proactive in leadership, providing support & motivation to team members.

Active listening is certainly critical for all leaders?— and it doesn't stop there. The art of questioning (and coaching) based on what you've heard can help make what might seem like an uneventful interaction a catalyst for creativity or change. People share more when they feel heard. People take more risks when they feel safe. Listening and curiosity are leadership superpowers that can drive team performance every day.

Empatia, exemplo de conduta e integra??o com todos todos os níveis como forma de comunica??o. Três pilares fundamentais para para liderar e tornar um time engajamento sob o planejamento estratégico da companhia e os objetivos comuns da equipe. Consequentemente adotar uma governan?a que possibilite monitorar de maneira individual os anseios, frustra??es, expectativas e objetivos de cada liderado, e de maneira clara, que uma mensagem norteio todos a esse entendimento. O líder é o ponto focal, o norte diante dos caminhos e a pessoa que podemos contar, aprender e trocar.

Antes de delegar proteja e ajude seus funcionários a crescer. Bons líderes atribuem novas tarefas aos funcionários, delegam de forma a criar uma cultura de seguran?a psicológica reconhecendo que fazer algo novo muitas vezes resulta em erros. Os líderes fazem isso melhor servindo como mentores, ajudando os funcionários a navegar em suas organiza??es e carreiras individuais, promovendo a aprendizagem e o desenvolvimento contínuo. Lembre-se sempre de garantir que a voz de cada colaborador seja ouvida e respeitada, compreender e defender as necessidades de cada membro da sua equipe.

Empowering people means allowing them to find solutions. This also depends on how much autonomy they like. Some like plenty, others like more hand-holding. Ask, so you can tailor. So some things to think about here are (1) where we are now (2) where we want to be (3) key milestones. If there are specific methods for particular steps, mention them. Then allow your team to cartograph the rough map themselves, give them feedback, and send them on their way.

Delegating tasks according to team members' strengths and empowering them to take ownership fosters trust, skill development, and overall productivity. I have supported leaders who have found it difficult to delegate due to trust issues. Once they overcome them they can seen the benefit.

Delegation can be difficult for some, but it's essential if you want to scale your team's abilities. In addition to delegating tasks and responsibilities that match your team's skills and interests, it's also important for the leader to avoid "dirty delegation." Dirty delegation is giving someone the responsibility to do a task without the clarity of how much authority you're giving away. A lack of clarity in this area muddies the waters, not only for the individual responsible for the task but also for other team members or stakeholders. Avoid muddying the water by making it clear from the beginning: (1) This is the task or project. (2) This is what you have the authority to decide without me. (3) Everything else, we'll work together on.

Build ownership. To truly engage and empower we must get employees clear on these four power questions and give them the trust and space to perform: What is the VISION? What is my ROLE HOW do I make my CONTRIBUTION HOW will my PERFORMANCE be measured?

Para colaborar o líder precisa ter empatia e compaix?o, devem inspirar mais do que influenciar. Elaborar esse processo interno requer muito treino. Ficar totalmente “à vontade” perante outros “valores’ diferentes dos nossos é uma tarefa que precisamos aprender com a prática. N?o é fácil receber inputs externos sem que isso nos incomode. Imagine você ser ofendido e continuar tentando ser empático. O líder precisa criar uma “casca” que o proteja e n?o abale seu cérebro emocional. Para isso, ter em mente o propósito maior de colaborar com sua equipe. Quando o líder “entra sem julgamentos no mundo perceptivo do outro” ele descobre caminhos que só a empatia consegue enxergar.

It is the leader's responsibility to drive team performance. Collaboration and cooperation, among the team and with other partners, is vital. As a leader it is important to ensure that everyone is rowing in the same direction; is everyone on the same page, do we all understand what the goal is, does everyone understand their individual roles and how they all interconnect? There needs to be a lot of we and us and team, and very little you or I kind of thinking. As a good leader models this behavior. the team will follow. As an example, the leader should give all recognition to the team and be ready to personally own any shortcomings. Finally, the leader should often be the last one to speak; the team almost always knows what to do.

Na minha opini?o, colabora??o e coopera??o s?o elementos fundamentais para o sucesso de uma equipe e o alcance de objetivos comuns.

Trusting your team is important. Even if you have reason to doubt particular people's work from past experience, tackle those specific issues one-on-one and see if workloads simply need to be shifted or altered amongst the team. Allowing team members to feel trusted and be accountable for their work reminds the entire team that they are adults with personal responsibility, but that lapses will be taken care of. It builds trust in your team so that they trust you in return when there are problems. It builds respect and encourages communication by telling team members that there is not going to be micromanaging or babying of the "weak link". Team efforts encourage everyone to carry their own weight while helping one another as needed.

Prolonged conflicts can have a negative impact on the well-being of team members. Addressing conflicts shows leadership's commitment to the psychological health and satisfaction of employees. Conflicts can disrupt team dynamics and erode trust among team members. Proactive resolution ensures that the team can continue working cohesively towards shared goals. A culture that actively addresses and resolves conflicts promotes a positive work environment. It demonstrates that differences are acknowledged and that there are constructive ways to navigate disagreements.

Adeptly meeting each team member where they are individually translates into a strategic leadership approach. Recognizing and leveraging the unique strengths, skills, and motivations of each team member fosters a tailored management style. This targeted approach enhances employee engagement, job satisfaction, and overall team productivity. By aligning tasks and communication with individual capabilities, leaders cultivate a more agile and high-performing team within the organizational framework.

Driving team performance effectively, especially in conflict resolution and handling challenges, has been a significant aspect of my leadership journey. Navigating conflicts and challenges is crucial for maintaining team harmony and focus. I've learned that active listening and empathy are key to understanding the root causes of conflicts. For instance, when faced with a team dispute, I focus on facilitating open communication, allowing each party to express their perspective. This approach helps in identifying underlying issues and finding mutually agreeable solutions. Handling challenges requires a similar approach: staying calm, assessing the situation objectively, and leading the team toward a solution.

For me regular team (or project) retrospectives are key. I don't see them as an reaction to issues or setbacks within a team; they are the compass guiding continuous improvement. Incorporating regular ones is showing of strengths, opportunities and identifies any missing components in our approach. By embracing retrospectives as a routine, we foster an environment where successes are celebrated, missing points and useless parts are addressed, and innovative ideas can thrive. It's not just about fixing what's broken; it's about refining what's already good and striving for excellence.

Skillfully resolving conflicts is important. However, leaders can work to minimize and depersonalize conflict before it happens if they do the up front work to align the team on what's really happening (when conflict occurs). Step 1 for leaders is to clarify what's conflict, and what's healthy debate. Why? Because healthy debate, or opposition (where things don't get personal) is where innovation and creativity happen. Step 2 is to talk about how everyone feels when conflict happens — and what they want when they feel that way. Some may want time to think. Others may want to take action right away. Talking about it helps everyone honor each other's needs, and then they can do the work to help each other resolve the issue more quickly.

Recognizing and celebrating achievements is crucial. Often, leaders overlook the importance of continuous praise and acknowledgment. Instead of rushing to the next task or project we need to take time to acknowledge good work. This will boost team spirit and motivate individuals. Of course recognition can go beyond words, it can involve creating reward systems that inspire and drive excellence within the team. Celebrating wins also sets the stage for ongoing success and growth so maybe you can also think about the systems - "employee of the month" etc.

This topic is especially important to execute successfully. In a hotel front desk setting, recognizing and rewarding employees is crucial. Acknowledging exceptional service, meeting targets, and fostering teamwork boosts morale. Regular recognition ceremonies, personalized praise, and tangible rewards create a positive work environment, motivating the front desk team to consistently deliver outstanding guest experiences. This practice not only enhances job satisfaction but also contributes to increased employee engagement and overall success in meeting department goals.

McKinsey & Associates has found the top reasons people quit their jobs: not feeling valued (54%) and not feeling a sense of belonging at work (51%). When a team feels known by a leader for WHO they are and WHAT they contribute, they will be more motivated to do great work. The OC Tanner 2023 Global Culture Report also found that appreciation reduces anxiety by 67% and stress by 52%. Therefore, leaders need to (1) Know their team members and how they like to be recognized and rewarded specifically - everyone is not the same. (2) Know what your team is working on and where they're progressing, then recognize their contribution according to #1. (3) Do this often, but be authentic, it's not about checking a box. Have fun honoring your people.

I absolutely agree with most of the comments, however, driving a high team performance is a multifaceted challenge. While pinpointing a few top skills is tough, it's essential to create an environment where the team is not just led, but is intrinsically motivated to excel. Key skills include fostering a collaborative culture, adept communication, adaptability to change, and empathetic leadership. However, the linchpin is igniting the team's internal drive. When team members are self-motivated, share a compelling vision, and understand the collective impact, that's when the magic happens. It's not just about leading; it's about how to spark a collective passion for excellence. This is the question we should be asking.

While all of the skills mentioned are important, being consistent in actions and remembering that each team member is a unique individual is paramount to building a strong culture. I've had team leaders come to me and ask why some of their team members don't perform the same as others. As we dig deep into what is happening and not happening, it almost always comes down to one of these two things. I've seen leaders favor certain genders by becoming "chummy" with them and try and motivate everyone the same way. It never works.

- Communicate goals clearly along with expectations. - Collaborate to encourage teamwork and a positive work environment. - Decision-making needs to be timely to make effective decisions. - Be adaptable to navigate changes and challenges with flexibility. - Approach with empathy to understand and support team members. - Look to motivate, inspire and encourage individuals. - Be accountable and take responsibility for outcomes. - Provide a clear vision with direction and purpose for the team. - Learn to delegate tasks according to team members' strengths. - Address and resolve conflicts constructively.

Being able to understand and empathize with team members' perspectives fosters stronger relationships, trust and a more cohesive team dynamic. Leaders who continuously develop and refine these skills often find they can better support their teams, foster a positive work environment, and drive higher performance levels.

Entirely agree with the 5 key skills that AI generated. 2 things I want to add in on the perspective of human beings :) 1. Learning continuum: upgrade yourself consistently in both functional competences and interpersonal competences (which are defined above) 2. Be the role model of the culture that you want to build for the team ‘cause this will become the profound competitive edge for you to embrace challenges