Why Team Leads are important, what roles are included:
Main focus: ensuring that day–to–day operations are done effectively and create the right atmosphere that everyone will be able to share their own skills/ideas/tips;
PERFORMANCE:
Guide the team to perform tasks successfully, including responding to questions and
resolving problems that can hinder job performance;
• Organize one on one meetings with members who need it during the week. (if you see
your team member struggling and he/she does not ask for the meeting, organize it
yourself, do not take no for an answer).
• Make sure to create a safe atmosphere where there are no dumb questions to ask:
Welcome and encourage silly and out of space comments/ideas (a non–formal
meetings could be organised).
• Leave space for everyone to bring up questions, suggestions, etc. during monthly
team. (Survey could be made).
Make performance reviews for their team members (together with Senior Lead), prepares feedback on how to improve performance;
• Agree on time with your team member and supervisor.
• Announce a call for feedback in the important chat on Slack.
• Send a performance survey to the team member.
• Check ones performance survey from last time
• After the survey is filled, write questions that arise to your team member and have the answers written to you. (find out all the issues before the meeting)
• Come to the meeting prepared to talk about solutions not about problems.
• After the meeting ask Senior Team Lead for the summary, discuss to do list with team member.
• Follow the to-do list together with HR till the next performance meeting.
PLANNING:
Responsibility for overseeing the workload of each team member, making goals, setting
deadlines and distributing tasks to team members:
• Distribute tasks based on:
o How much time each person has to do for upcoming tasks.
o Team mates interests in specific tasks.
o Strengths and weaknesses.
o Comfort zone. Team leaders should push people out of their comfort zone to
help them grow personally and professionally. (do not over push though)
o Current life situation in general.
• Inform HR if there is a need for extra hands — intern, form task and job description.
• Organize weekly stand–ups and at least two team meetings per month for planned
tasks and check–ups.
• Check team progress on Proofhub once a week — address team members individually
via Slack if tasks are late or not due to the plan.
• Teach managers to evaluate risks and ask for help if needed.
• Be responsible for every team mate (including interns) & their integration. Team lead
is the main person to delegate the tasks and supervise them.
IMPLEMENTATION:
Ensure that resources (e.g. funds, time, human resources) are used effectively to achieve the
goals set. Saves struggling projects — when a project gets too far off track, a Team Lead
may be required to step in to support the team (here following the progress via check–ups
plays an important role).
• Be responsible for stepping in when the situation is out of hand. Stepping in — means
foster problem sharing culture — inviting other team members to help.
• Encourage the team to initiate brainstorming sessions; short meetings during the
week. (If you notice a need for a brainstorm via one on one meetings/chats — invite
the whole team to join — solve questions that arise during the day together).
• Ask for help from other teams if it is needed.
• Inform Senior Lead about challenges and risks, ask for help.
• Create guidelines for tasks (tips) which usually repeat over projects.
REPORTING:
Together in team with Senior Team Lead
• Keep your Senior Lead informed, have regular meetings to share situations in your team.
• Participate in discussions via project–leaders Slack; be responsive
• Give feedback to Senior Team Lead & HR
PERFORMANCE:
Guide the team to perform tasks successfully, including responding to questions and
resolving problems that can hinder job performance;
• Organize one on one meetings with members who need it during the week. (if you see
your team member struggling and he/she does not ask for the meeting, organize it
yourself, do not take no for an answer).
• Make sure to create a safe atmosphere where there are no dumb questions to ask:
Welcome and encourage silly and out of space comments/ideas (a non–formal
meetings could be organised).
• Leave space for everyone to bring up questions, suggestions, etc. during monthly
team. (Survey could be made).
Make performance reviews for their team members (together with Senior Lead), prepares feedback on how to improve performance;
• Agree on time with your team member and supervisor.
• Announce a call for feedback in the important chat on Slack.
• Send a performance survey to the team member.
• Check ones performance survey from last time
• After the survey is filled, write questions that arise to your team member and have the answers written to you. (find out all the issues before the meeting)
• Come to the meeting prepared to talk about solutions not about problems.
• After the meeting ask Senior Team Lead for the summary, discuss to do list with team member.
• Follow the to-do list together with HR till the next performance meeting.
PLANNING:
Responsibility for overseeing the workload of each team member, making goals, setting
deadlines and distributing tasks to team members:
• Distribute tasks based on:
o How much time each person has to do for upcoming tasks.
o Team mates interests in specific tasks.
o Strengths and weaknesses.
o Comfort zone. Team leaders should push people out of their comfort zone to
help them grow personally and professionally. (do not over push though)
o Current life situation in general.
• Inform HR if there is a need for extra hands — intern, form task and job description.
• Organize weekly stand–ups and at least two team meetings per month for planned
tasks and check–ups.
• Check team progress on Proofhub once a week — address team members individually
via Slack if tasks are late or not due to the plan.
• Teach managers to evaluate risks and ask for help if needed.
• Be responsible for every team mate (including interns) & their integration. Team lead
is the main person to delegate the tasks and supervise them.
IMPLEMENTATION:
Ensure that resources (e.g. funds, time, human resources) are used effectively to achieve the
goals set. Saves struggling projects — when a project gets too far off track, a Team Lead
may be required to step in to support the team (here following the progress via check–ups
plays an important role).
• Be responsible for stepping in when the situation is out of hand. Stepping in — means
foster problem sharing culture — inviting other team members to help.
• Encourage the team to initiate brainstorming sessions; short meetings during the
week. (If you notice a need for a brainstorm via one on one meetings/chats — invite
the whole team to join — solve questions that arise during the day together).
• Ask for help from other teams if it is needed.
• Inform Senior Lead about challenges and risks, ask for help.
• Create guidelines for tasks (tips) which usually repeat over projects.
REPORTING:
Together in team with Senior Team Lead
• Keep your Senior Lead informed, have regular meetings to share situations in your team.
• Participate in discussions via project–leaders Slack; be responsive
• Give feedback to Senior Team Lead & HR
MEETINGS/ENVIRONMENT:
• Talk about some general things over a monthly meeting (e.g. what is the weirdest
food you have ever tried) (10min). To create a safe space to share ideas within the
group.
• Involve team members in decision–making (especially monthly goals).
• Celebrate small victories: write a post to your team chat or organize a short (15–20min)
team meetings to cheer for: organized events, written projects, approved projects,
ended work package, birthdays, interns/team members leaving etc. (at least 2
posts/short team meetings should happen within a month, if not it means you are
missing on something).
• Organize once per month non–formal meetings/chit chats (e.g. quizzes/have a short
chit chat call (15–20min) — talk about how everyone is doing, how they feel, do creative
tasks via Jam board or Miro).
• Show genuine interest in the tasks that are being implemented — approaches not only
the team members that are struggling but also the ones that are doing well — to
support, encourage, give feedback.
• Organize One team building per month is highly recommended.
• Do not forget to consult HR about: motivating, HR’ing team members.
IMPROVEMENT:
• Organize feedback meetings at least once per two months.
• Monthly survey to get feedback.
• Acknowledge that there are no personal failures, only group ones — we are
responsible for each other (especially useful during the feedback sessions).
• Mistakes are ok — they are here to teach us.
• Talk and discuss how it could be improved for the next time. If similar tasks will be in
the future, give one more chance for team members to make it better and learn from
their mistakes.
IN CASE OF CONFLICT OR PROBLEM:
• Take action to acknowledge that there is a conflict/problem (do not be afraid of your
team members — there will always be someone who will say that the problem does
not exist) — be an example of naming the elephant in the room.
• Find out more about the conflict and its reasons — one on one meetings; group/team
meetings; brainstorm solutions or ways to prevent the issue from repeating itself.
• Discuss the issue with Senior Team Lead;
• Organize a short team meeting to present the changes/solutions done to prevent the
same issue happening in the future.
• Ask for help from HR — set up a meeting with team members to discuss the problem
within the team.
• Talk about some general things over a monthly meeting (e.g. what is the weirdest
food you have ever tried) (10min). To create a safe space to share ideas within the
group.
• Involve team members in decision–making (especially monthly goals).
• Celebrate small victories: write a post to your team chat or organize a short (15–20min)
team meetings to cheer for: organized events, written projects, approved projects,
ended work package, birthdays, interns/team members leaving etc. (at least 2
posts/short team meetings should happen within a month, if not it means you are
missing on something).
• Organize once per month non–formal meetings/chit chats (e.g. quizzes/have a short
chit chat call (15–20min) — talk about how everyone is doing, how they feel, do creative
tasks via Jam board or Miro).
• Show genuine interest in the tasks that are being implemented — approaches not only
the team members that are struggling but also the ones that are doing well — to
support, encourage, give feedback.
• Organize One team building per month is highly recommended.
• Do not forget to consult HR about: motivating, HR’ing team members.
IMPROVEMENT:
• Organize feedback meetings at least once per two months.
• Monthly survey to get feedback.
• Acknowledge that there are no personal failures, only group ones — we are
responsible for each other (especially useful during the feedback sessions).
• Mistakes are ok — they are here to teach us.
• Talk and discuss how it could be improved for the next time. If similar tasks will be in
the future, give one more chance for team members to make it better and learn from
their mistakes.
IN CASE OF CONFLICT OR PROBLEM:
• Take action to acknowledge that there is a conflict/problem (do not be afraid of your
team members — there will always be someone who will say that the problem does
not exist) — be an example of naming the elephant in the room.
• Find out more about the conflict and its reasons — one on one meetings; group/team
meetings; brainstorm solutions or ways to prevent the issue from repeating itself.
• Discuss the issue with Senior Team Lead;
• Organize a short team meeting to present the changes/solutions done to prevent the
same issue happening in the future.
• Ask for help from HR — set up a meeting with team members to discuss the problem
within the team.
Why Senior Lead is important, what roles are included:
Main focus: ensuring that monthly goals are achieved and activities are done effectively;
• Same as above, yet within the team of Team Leads;
• Distribute tasks among different teams;
• Monitor, manage, motivate and provide support to Team Leaders as they complete
their above–mentioned tasks;
• Systemise reporting procedures and help Team Leads prepare monthly plans;
• Ensure that teams would select only financially sustainable projects;
• Overlook how plans are being implemented and ensure that teams are working effectively
with regards to time, resources and quality of the outputs;
• Provide reporting regarding project milestones, deliverables and risks across the
teams and to the board;
• Provide big–picture support — ensures that activities are being performed in line with
the goals set by the board and associations’ strategy;
• Save struggling teams — when a team gets too far off track, a Senior Project Manager
may be required to step in to support the team;
• Make performance reviews for Team Leads, implements changes that are needed to
improve performance.;
• Participate in establishing practices, templates, tools and partnerships to expand the
capabilities of the association;
• Cooperate with the other Senior Lead to find the solutions to questions arising from
Teams and look for ways to optimize (merge) activities when needed;
• Cover the other Senior Lead when (s)he is absent.
