My expectations of the Team Leader are in line with what Bill Walker has posted on the Team 90 Intranet site under Leadership Guidance. Specifically, the Team Leader shall:
Know, Support and Communicate the CleanAir Safety Net Program.
This includes assuming or appointing the role of Safety Director for the office. Direct your office to hold monthly safety meetings. Get safety integrated better into job planning – start with the Job Plan itself. It is designed to help facilitate this, but is not being used to its fullest possible extent. Create a better general awareness – lead by example.
Read, Support and Communicate the CleanAir Statement of Integrity.
On the surface, this is a fairly common-sense document. However, the discussions regarding core requirements are good ones to revisit periodically. Your job as a leader is to weave the issues of this document into all interactions with your employees; get them to read the document as well and sign it. Bring it up at least once a day with somebody.
Know, Support and Communicate the CleanAir System for delivery of Highest Value Products and Services Worldwide.
OK, the actual system referred to here is difficult to get your arms around. However, the thing to take away is that you are on a quest for highest value on every task that you do, for every customer (internal and external). To do this, you must constantly be involved in five key processes: Defining Markets, Fostering Innovation, Eliminating Constraints, Standardization and Continuous Improvement.
Know, Support and Communicate the CleanAir Order of Importance.
Safety – Integrity – Quality. Post this statement on your door. Preach it at meetings. As cliché as it may be, it is hard to argue with it.
Support CleanAir Global Policies, National Policies and Local Policies without exception.
Lead by example. The first step is to actually know the policies. If you don’t agree with a policy, see what it would take to change it. Until that happens, though, you must live by it.
Know and use the CleanAir Rules, Processes and Methods.
Specifically, know, use and improve Source procedures. When we roll out a new procedure, be on top of it and make sure your office has 100% implementation as soon as possible. When you see non-conformance, make it right.
Take financial responsibility for CleanAir profit and growth.
This means knowing where the money comes from, and where it is being spent. Stay on top of accounts receivable…act like every dollar owed to CleanAir is a dollar owed to you personally – in a way it is. Don’t settle for a lump-sum mentality…look for ways to increase revenue beyond the original estimate on every job.
Hire the best personnel possible and support Interns and Summer Associates to identify future prospects.
You are only as good as the people that work with you. Look for diverse backgrounds. Indoctrinate new employees into the CleanAir System. Don’t be afraid to turnover or reassign employees that are not working out.
Continuously Improve Your Team’s processes.
Don’t accept the status quo…things can always be made better. Unless you are directly contributing to a process output, though, you should not be personally invested in its improvement. Empower others to take charge and make improvements. As a leader, you are responsible for new process innovation, recognizing paradigm shifts, the interactions between processes and for finding help for those outside the process that need special help. Encourage new ideas, adopt beneficial change fast.
Support Continuous Improvement of Source processes.
Same idea here, but on a bigger scale.
Support the concept that we are in the business of learning and exceeding customer expectations.
Try to understand customer needs better than they know them. Know all that you can about industries within which we work. Personally attend industry-specific conferences. Get to know the movers and shakers. Make sure that your employees do the same – let them know that they need to be experts in what they do, whatever their level.
Exploit your team’s knowledge and experience to increase value to CleanAir and our customers (both inside and outside).
Make people deliver their full potential – constantly challenge all of your employees. Have employees with good ideas write them up, submit them as a Tip of the Week, encourage them to write a paper about it.
Make working at CleanAir enjoyable and challenging.
Focus on the “team” concept. People are generally happiest when they feel like they are a part of something that is collectively good. Make sure everyone pulls their own weight. People don’t mind working hard if they know everyone else is too.
Lead by example with respect to overall work attitude, work ethic, punctuality, tardiness, dress code, personal hygiene, etc.
You have to show up for work every day with more energy and enthusiasm than everyone else…you have to be “on” at all times. This is not a 9-5 job, it’s not a job to be passive, nor is it a job where you can hide behind a computer all day. Don’t underestimate the power of good clothes and a professional demeanor. You have to interact with your employees constantly. Be there when they need you. Take time to teach them. Make them believe that the office depends on two things – you and them.
Grow leadership skills through self-improvement efforts.
Look for professional development seminars, particularly dealing with time management, personnel management, motivational techniques, business administration, etc. These are the things we all can improve upon.
September, 2005