I am quickly able to see what motivated the individuals in my team

I am quickly able to see what motivated the individuals in my team. I think to be a good leader you need to know what motivates your team. Individuals work well for recognition, pay or prestige.
Some may only want to come to work to take it easy and still get paid, while others work hard because they want to impress others. To motivate the team, I need to know what motivates them individually and try to work that into their everyday.
I’m also good at team building. I understand the importance of it to the smooth running of the organisation. Individual motivation is not enough for the team to succeed they also need to work together well to accomplish the group’s objective. Team meeting are vital to developing the team. Setting rewards for achievement through teamwork is a great team building objective. I try to aim for a monthly activity for the team such as bowling, paintballing or even just lunch. I truly appreciate a work environment where the team leader tries to make personal connections with their staff.
I try to be neutral within the team, it’s important not to show favouritism within the group. Even though there may be a particular staff member who outshines the rest. I need to be understanding of my team’s individual needs as well as their strengths and weaknesses. Of course, it takes them to get to know your employees well and what makes them work well. This will come to me in time, however I’m always conscious of getting to know a new staff member from the get go.
I want my team to be able to come to me with any issue or concern they may have. I want them to be comfortable in expressing their thoughts. I try to be as open and honest as I can with the team. I welcome feedback even if I find it sometimes hard to take on board.
I need to work stronger on my follow up skills when assigning certain tasks to an individual. I sometimes find it difficult to hold a particular staff member accountable. I shy away from confrontation unless necessary. When I assign a task, I need to be clear on what the task is, what the end result should be and when the deadline is. I need to keep my communication clear and not vague. I need to hold employees responsible for the tasks allocated to them. I need to always follow up on tasks set. I need to show my employees that I’m serious about achieving results and then my staff members will give more importance to the tasks I set them. This is something I’m conscious of and trying to work on.
When I was nearly appointed role of team leader I was in the mindset that I must “yes” to everything asked of me. At one stage I was completed my normal job duties, running as a member of the training board and also trying to organise an annual organisation event. My workload was huge, and I was stressed. I know now from experience that I would obviously prefer not to get myself into that position again. I’ve learnt to say “no” and not to take on too many things at the one time.
I haven’t set a five-year plan for myself. Reflecting back now, I don’t think I ever really made a plan for my future. I kind of had an idea what I wanted to do but it seems different opportunities always popped up and I went with them instead. Through taking this course I hope to gain a clearer idea of what I want to do with my career going forward. I hope to improve my self-esteem and self-confidence within my leadership role and from there make a plan going forward.
Back last year, it was necessary for all staff members to complete a staff satisfactory survey. The survey was anonymous and as a result a lot of staff members never completed the survey so our results were very weak. To encourage the staff to part-take in the survey. I introduced an individual code that was given to the staff member on completion of the survey. These codes were then put in a draw and the winner won a meal voucher. Everyone participated in the survey as a result.
I’d like to improve my critical thinking skills. I would like to be confident making a decision and sticking by it. I sometimes make a rash decision and not always factor everything around it. I would like to be able to take the appropriate action to solve problems.
From participating in the Boiler-maker activity it was clear to see that you can put a value on your expertise and knowledge. The boilermaker knew the system so well that he only had to look at it to know what needed to be done to fix it. As a result he could charge anything you wished.
From the self -concept and self awareness lectures, I discovered that the below listed
• Ages
• Gender
• Culture
• Emotional development
• Educations
• Family and relationships
• Appearance
• Life experiences
All influence our self-concept. “Self-concept is largely a reflection of the reactions of others towards the individual”
On completion of “Johari window questionnaire”
I discovered my “open area” was quite small. Obviously, the aim of the model is to have a large “open area” as much as possible. Exposing more of myself through self-disclosure will move me more in to the “hidden area”. Asking for and receiving constructive feedback will also expand my open area. Having more trust in myself and my team will also improve my “openness”