The keys to being an excellent factory team leader

Thread Content

The position in the team may not be high-ranking, but the responsibilities are significant. He is the frontline commander of the company, serving as a link and bridge between superiors and subordinates. A soldier who doesn’t want to be a general is not a good soldier; being a team leader is the first step toward becoming a general, and one must be clear about this first step: one needs to know the 5, 6, 7, 8, 9, 10 aspects of being an excellent team leader – namely, 5 roles, 6 missions, 7 types, 8 authorities, 9 rules, 10 skills, and 10 tips. I. The 5 roles of a team leader (1) Responsible person. For a company, team leaders are the managers at the grassroots level; they are the ones directly responsible for achieving targets related to quality, cost, and production volume, and they are the drivers of the company’s profits. (2) Leader. For the workers, the team leader is their direct supervisor, provides guidance on tasks and evaluates performance; they are a source of help and support for the workers, and serve as the backbone and leader of the team. (3) Bridges. For supervisory staff, team leaders are the ones who carry out the orders and decisions of the supervisory staff; they serve as a bridge between the supervisory staff and the workers, and as a channel for disseminating management principles. The advantages of a team lie at the intersection of various relationships; it is necessary to coordinate the relations between superiors and subordinates, between different teams, and among team members, to resolve conflicts and foster positive relationships in all aspects. (4) Colleagues. For other team leaders, a team leader is a colleague, a comrade in arms, as well as a partner in cooperation and a competitor. (5) Assistant. For middle-level management staff, team leaders are their right-hand assistants. Clearly, with good team leaders in place, a company has a solid foundation, ensuring reliability in all its operations. Many private enterprises lack a level of supervisors or team leaders in their management structure; there is only the workshop supervisor level. This makes management quite difficult, leading to various on-site problems. II. The 6 missions of a team leader (1) Complete production tasks. Leaders must unite their team members, carry out quality improvement activities by continuously identifying issues and innovating, tap into production potential, and strive toward the goals of high quality and low consumption. (2) Training and drills. In accordance with the operating procedures and process requirements for each position in this group, organize quality training and basic skill drills to improve operational capabilities; enhance quality awareness; and carry out activities such as mutual assistance and knowledge sharing. (3) Quality control. Organize self-inspections, mutual inspections, and routine inspections, and carry out proper process inspections, including re-inspection of the first units produced and inspection of the product quality within the own team, while implementing quality control activities. (4) Security measures. Carry out 6S activities to create a clean and organized working environment, prioritize safety at all times, and prevent potential safety hazards and accidents. (5) Ensure smooth transition between processes. Ensure review of the previous process, guarantee the quality of this process, and serve the next process. (6) Carry out quality improvement activities. Continue to carry out quality improvement and QC team activities to constantly enhance product and service quality. III. 7 Types of Team Leaders (1) Production Technology Type: Team leaders of this type are usually experts in their field, possessing high technical skills and strong abilities to handle accidents. However, they lack the capability to manage interpersonal relationships. Their working methods are often quite straightforward, as they tend to treat people in the same way they treat machines. Therefore, it is necessary to provide training in interpersonal skills for such team leaders. (2) Blindly obedient type: Team leaders of this type often lack innovation and management skills; they simply follow orders without using any critical thinking. It often manifests as a rigid attitude and style, giving off a bureaucratic impression; over time, subordinates will look down on him, and when problems arise he will avoid taking responsibility and shift it to others. (3) The perfunctory type: In companies, some people take on the role of team leader against their will; as a result, they tend to handle their duties perfunctorily, let things slide, and lack responsibility toward their work. It seems that work is meant to be done for others; when superiors require a pre-shift meeting, he simply leads the team in shouting a few slogans. Any instructions from superiors usually stop at him and are not further conveyed to the team members. As a result, such a shift leader has only a nominal role, and he certainly lacks credibility among his team members. (4) Model worker type: Team leaders of this type are generally meticulous in their work, strict in adhering to rules and regulations, and set good examples by their actions as well as words; however, they are not suitable for leadership roles. Team leaders who are role models for hard work end up being controlled by their subordinates, often lamenting that they are busy from dawn till dusk. As a result, you give your time to your subordinates, who in turn shift the responsibility back to you – which is the true definition of reverse delegation. Therefore, it is difficult for these people to take on leadership roles without training in management skills. (5) The brotherhood-type is good at establishing authority, has strong organizational skills, values brotherly loyalty; they treat team members as brothers, and in their work they tend to act on emotions and impulses, lacking consistency in principles. In fact, he has already identified himself as a minor leader within an informal group; without breaking free from those bonds of camaraderie, he cannot become a team leader. (6) The type who insists on doing everything personally: they want to handle all tasks by themselves and don’t trust others. This approach is different from setting an example by one’s own actions, and as a result it makes your employees lazy. You always take the lead in everything; you’ve said what needed to be said, done what needed to be done, and thought about what needed to be thought about. Imagine, if you always stay in the driving seat and refuse to let anyone else hold the steering wheel, how can new drivers be trained? And who will drive for you when you’re tired? More importantly, how do you have time to think: Is this the right path? In short, for various reasons, team leaders of these 6 types generally lack satisfactory management skills and the ability to handle emergencies; as a result, excellent corporate decisions fail to be effectively implemented at the grassroots level, which severely impacts the company’s overall performance and even damages its reputation. (7) The surgeon-type team leader manages in a manner similar to that of a surgeon: in an organized way, with a focus on key tasks; the team works together seamlessly, there is clear handover of responsibilities, everyone remains focused, and the essential aspects are properly addressed. In a team, sometimes words aren’t necessary; a glance or a cough is enough for everyone to know how to work together. Such team leaders are the best leadership-oriented supervisors. If you think about it carefully, you will find prototypes of these types of team leaders around you. You should know that good managers need to develop many skills. First-rate managers use other people’s brains; second-rate managers use other people’s strength; third-rate managers use their own strength. IV. 8 Powers of the Team Leader (1) Has the authority to direct and manage the production and operational activities of the team. (2) Has the right to adjust the labor organization of this workgroup according to the needs of production activities. (3) Have the authority to formulate detailed implementation rules for their own team in accordance with the factory’s regulations and rules. (4) Have the right to refuse to follow illegal instructions or carry out illegal operations. (5) Have the right to submit suggestions to higher authorities regarding rewards and punishments for the employees in their team. (6) Have the authority to distribute the bonuses for the team based on the performance of each employee in the team. (7) Have the right to recommend outstanding employees in the workgroup for further education, promotion, and advancement. (8) Have the right to safeguard the legitimate rights and interests of team members. V. 9 Commandments for Team Leaders Team leaders are the ones who direct everyone in their work, and certain words and actions can have a very destructive impact; therefore, it is essential to remember: (1) Never say discouraging things like “I can’t do it” or “It’s really frustrating.” (2) Do not say things like “I don’t know, I can’t help you.” (3) Don’t say, “If it doesn’t work, just leave; that’s how policies have always been.” (4) Do not complain about superiors in front of your subordinates. (5) Don’t be disheartened; keep your mouth shut. Straighten your back and cheer up. (6) Avoid being emotional; keep your mind steady. (7) Don’t stop in your tracks; keep charging yourself and improving. (8) Do not give up easily, do not be arrogant, do not break promises, do not be lazy, do not be impatient, do not give up on yourself, and do not admit defeat lightly. (9) Don’t always defend your subordinates. If you defend your subordinates in every situation, they will become overconfident, while your supervisors and peers will think that you are unreasonable and do not hold yourself to high standards. A team leader who always defends his subordinates is the most popular among them, but such a leader will surely not last long. Please remember that, as a leader, ensuring that subordinates are satisfied is only one aspect; the fundamental task is to achieve the organization’s goals, with employees fulfilling the responsibilities that lie within their scope. VI. 10 Skills of Team Leaders (1) Professional Technical Skills: Team leaders are frontline commanders who lead their teams in battle, and they must be proficient in all aspects of relevant skills. Specifically, one must have extensive practical experience in production and safety techniques, possess skilled labor skills appropriate for production operations, serve as a technical role model within the team, be able to resolve technical problems at critical moments, guide subordinates, and provide suggestions to supervisors to assist in making accurate decisions. (2) The team leader responsible for goal governance should possess the ability to set advanced and feasible thematic, time-bound, and quantitative goals, as well as the capability to complete those tasks. Break down the targets and tasks assigned by higher authorities into individual tasks and goals for team members, enhance their sense of participation, and continuously strive for improvement. (3) Ability to solve problems: Team leaders must be good at identifying problems, brave enough to face them head-on, and determined to resolve them, in order to achieve new breakthroughs in resolving conflicts and addressing issues. In other words, team leaders need to be able to identify problems, pinpoint their root causes, and take timely actions and measures to resolve them. (4) The ability to delegate authority enables task allocation based on each individual’s strengths, allowing all employees to utilize their capabilities and work together to achieve a result where 1+1 equals 12. Know people well and assign them appropriate tasks, making use of their strengths while adept at motivating and harnessing the enthusiasm and initiative of team members. One cannot do everything personally; delegating tasks gives subordinates an opportunity to train, grow, and show their abilities, as well as a chance to advance and achieve success. If you do everything by yourself, not only will your subordinates not get a chance to develop, but it will also affect your own promotion. (5) Ability to communicate and listen. Communication skills refer to the ability to speak, listen, discuss, clarify matters, and persuade others. Good communication and coordination can reduce friction, create a harmonious atmosphere, boost morale, and help build strong trust relationships. You should listen carefully to any suggestions from your subordinates. Under normal circumstances, subordinates will think carefully before putting forward suggestions; if you reject them with a simple ‘no’, they will lose confidence in their ability to create things. Being good at listening has at least two advantages: first, it makes others feel that you are humble; second, it allows you to learn more things. All you need to do is listen carefully; you don’t even have to make any decisions to resolve this issue, so why not do it? (6) The ability to be humorous: Humor can make the work atmosphere more relaxed and create a sense of friendliness. A humorous leader can help your subordinates experience the joy in work. In some awkward situations, appropriate humor can instantly lighten the atmosphere. Subordinates can be criticized humorously, which prevents them from feeling embarrassed. For example: Xiao Wang: Boss, you’re still working overtime? It’s so hot in here. Team leader: Let’s go. I know you’re thinking about a girl; do you have a date tonight? In short, it makes employees feel close to you, giving them the impression that there is no distance between you and them. If you speak to them in a serious tone and say, \"Wang, this is a crucial task; we must carry it out carefully,\" Then this employee definitely won’t make jokes with you anymore. (7) The ability to motivate and reduce stress: Motivational approaches do not weaken your authority; on the contrary, they make it easier for you to organize tasks and encourage your subordinates to be more willing to follow your guidance, shifting from \"I have to\" to \"I want to\". Excellent leaders not only know how to motivate their employees but also how to motivate themselves. Self-motivation is an important means of reducing stress; it can turn stress into motivation and boost confidence in achieving success at work. (8) The ability of team leaders to provide guidance: They should offer business guidance to employees, impart necessary knowledge and methods, and point out their shortcomings in order to improve their work enthusiasm. For example, when faced with difficulties, a good teacher does not give the students the answers right away; instead, they provide methods to help the students find the answers on their own. It is better to teach people how to fish rather than giving them the fish – such is the hallmark of a successful teacher. (9) Self-control and restraint: Once you become a leader, your emotions can affect your subordinates and other employees. The higher your position, the greater your influence; therefore, leaders must possess strong emotional control skills. One must be clearly aware of one’s strengths and weaknesses, control one’s emotions, and restrain oneself from engaging in improper or negative behaviors, so as to avoid fluctuations in mood – with good or bad moods showing on one’s face, which prevents employees from trusting them. Be able to discipline one’s own actions, and even when alone, not violate rules, regulations, or moral principles. (10) The ability to reflect on the past and draw conclusions requires developing one’s writing and speaking skills, being adept at summarizing experience, and improving governance capabilities. Ensure that information flows correctly from higher-ups to subordinates and vice versa. In team meetings, complex matters can be summarized concisely, allowing employees to carry out their tasks in an organized manner. For team leaders, professional competence comes first, accounting for usually 60% of the weight, while other abilities account for only 40%.