Explain the role that a manager plays in supporting and developing the team and its individual members

Give practical examples of when this will be necessary. Material to use: Supporting and developing the team and its members As well as motivating a team, leaders need to support and develop the team and its members. Having gained commitment to the objectives, monitored the work of the team and measured the outcomes, the team leader will have a good grasp of their team members’ strengths and weaknesses. This enables them to identify how to support each member’s development at work, and how to support the dynamics of the team as a whole. The leader or manager is often the main link with the rest of the organisation, especially if there is a line management structure. When supporting the team, the leader needs to act on their behalf when liaising with the rest of the organisation – e.g. when agreeing objectives at a higher level, or when negotiating resources and production standards. There are numerous motivation strategies that can be used by the leader to support and develop their team and team members. For example: Facilitating good communication with the rest of the organisation – making sure that the organisation supports the team and its members, and gives them credit for their achievements. Strategies could include: ensuring that the team has sufficient resources at the right time; making sure that other people and departments involved with the objectives are fully briefed; sending progress reports to key people to gain recognition for the team. Sharing vision and values – making team members aware of the goals and values of the team and the organisation. Strategies could include: running workshops, meetings, conferences and social gatherings; using inspirational quotes, poems, art and other imagery; involving team members in the defining and agreeing of objectives. Valuing people – developing relationships where individuals are genuinely appreciated. Strategies could include: tailoring feedback and task allocation to suit their needs where possible; using questionnaires and feedback sessions to build relationships and learn about the individual; team-building games and activities; offering transparent or discreet incentives to help the team to stay focused, especially when they are tired or have been dealing with problems. Giving regular feedback – to praise and raise the self-esteem when there is success, and to catch problems early so that they can be solved. Strategies could include: running regular review sessions at useful points before, during and after a project: giving feedback in the way that suits the person best. Stretching talent and ability – challenging more able team members to keep them engaged and feeling valued. Strategies could include: allocating tasks that challenge individuals in ways that suit them best; encouraging and facilitating individuals who want to pursue career development goals; suggesting physical challenges so that people can experience success, such as fire-walking, outward-bound activities or charity fun runs. Ongoing training – to support improvement and reassure team members that they are working well.Strategies could include: coaching sessions and refresher training; supporting continuing professional development (CPD); mentoring and shadowing (working with more experienced colleagues); suggesting or facilitating training courses.