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  • Global team leader requirements

    Content
    The team leader must be familiar with the area in which the team are working, and needs to have a ‘helicopter view’ in terms of content. He or she must be able to place the team’s assignment in the broader perspective of policy developments in this area, and this brings us back to the first quality requirement in the composition of a team: that the team members must demonstrate significant professional competency. The increased complexity of issues these days means that the team leader often knows less about some parts of the team members’ specific fields than they do. As a result, much is required of the leader’s behavioural competencies – in particular coaching skills and dealing with complexity – and personality.

    Organisational
    The team leader needs to ensure that the assignment is completed within a certain period of time. He or she must direct the flow of information not only from outside but also inside the team, and must also direct and encourage consultation both inside and outside the team. It is vital that ensuring sound opinion forming and decision making are combined with a continual helicopter view of inside and outside developments.

    This must be achieved with a certain level of objectivity that enables the leader to stimulate strengths while giving him or her the confidence and willingness to recognise weaknesses. The team leader can delegate a number of matters, but this does not relieve the him or her of the obligation to maintain an overview of the whole. 

     

     

    GLOBAL TEAM LEADER REQUIREMENTS

    Leaders also have to understand the opportunities and limitations of change processes in a team’s work area. Encouraging change requires a proper understanding of what changes do to people and the tensions that they can cause.

    Social and relationship skills
    Leaders also have to understand the opportunities and limitations of change processes in a team’s work area. Encouraging change requires a proper understanding of what changes do to people and the tensions that they can cause.Issues relating to content or organization always have relationship aspects: contact between the people inside the team, and with others on the outside. All of these contacts require a variety of social skills. This places a high demand on good communication and leading conversations, on identifying opportunities for cooperation and on solving problems and conflicts. If a leader knows less about the content of the work than the team members, he or she must have good coaching skills. In turn, this requires a significant amount of self-confidence. The team leader’s role as coach will be discussed in more detail later.

    Improving-team-cover-.jpg

    Read the chapter about 
    "Looking at the team leader" online.

    Source "Improving Teams"
    by Uitgeverij Thema. 


    DEVELOPING SENIOR LEADERS

    Leg 9 Lorient - Gothenborg

    DEVELOPING SENIOR LEADERS

    In leg 9 we will focus on:
    Developing Senior Leaders.

    More info on this topic is soon available.

    My hardest decision ever was also my best team experience ever

    Bouwe Bekking - skipper

    Keystone behaviours by

    COACHING SKILLS

    With daily pressure on targets and results, most managers focus on managing performance and solving problems. Coaching skills enrich your management skills and enable you to bring out the best in others. Leading to sustainable change and a greater contribution to improved business results.

    Read more

    TEAM LEADERSHIP

    Leading your team towards high performance requires you to understand and balance formal and informal team aspects. You will gain insight into how teams work and how your behaviour can enhance collaboration and commitment.

    Read more

    LEADERSHIP EFFECTIVENESS

    Authentic leaders show vision and strength and lead by example. You will gain more insight into your role, comfort zones, styles of behaviour and the effect they have on those around you.

    Read more

    THEMES

    The Volvo Ocean Race consists of 9 legs that are relevant for tying into Schouten’s communication. Each leg goes to a different country. .

    We will focus on a content theme in each leg, based on Schouten Global’s services. In fact, we select the ‘gauges’ among our products to highlight the similarities between daily practice in businesses and the developments of Bouwe and his team. And of course to clarify Schouten Global’s role in this process. 

    Leg 9/9 Lorient - Gothenburg
    Developing Senior Leaders
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