The effective leadership of a Team is crucial to the achievement of results. It’s only achieved through the development of highly effective leadership tools.
Team Leaders are best perceived as being part of a Team; first and foremost they are practitioners or operators, working alongside other Team members. Being leaders of Teams augments this role, but does not significantly affect their general responsibility to engage in the same or complementary job tasks as the other Team members. Given that Teams are likely to contain relatively small numbers of people (probably in the range six to twelve), the Team Leader’s span of control is quite small. The programme outlined below is structured and forms the basis of a nationally recognised qualification.
Role of the Team Leader
The Team Leader role is distinct from that of the First Line Manager in its tendency to focus on the shorter term, on the day-to-day performance of the Team and its members. This means a responsibility for allocation of tasks between Team members, for ensuring that individuals are supported in the performance of their job role, and that output conforms to the requirements of the organisation and its customers. Communication between the Team and its Managers is a significant part of the Team Leader role.
Team Leaders can be expected to be aware of the need to satisfy customer or supplier requirements as agreed by the organisation, and to be alert to these as they are notified to the Team. Team Leaders are expected to encourage team members to respond appropriately to these requirements within the parameters laid down by the organisation. They will have no power to amend standard practices but may have to decide on more complex decisions within tightly defined boundaries (e.g. whether a product meets the quality standards or a customer fits into a particular pricing category). This decision-making primarily reflects the Team Leader’s perceived superior technical competence or experience, rather than being a managerial quality, and we teach techniques that the Team Leader can use to maximise the potential of all the individuals within the Team. BEA uses the Five Element Competency framework when developing Team Leaders.
What does it cost?
All organisation are expected to contribute 50% of the base funding
Large organisations (those organisations employing or being part of a group of companies employing more than 1,000 people) are required to make an additional contribution of 25%. We always try to minimise the cost and this will depend on group size and the ability to release participants for training.
The costs are inclusive of all other expenditure (registration Fee, administration and expenses
How long will it take?
Ten to twelve months, this includes five to six training days followed by one day a month on-the-job mentoring and assessment. This could take the form of face to face meetings, web conferencing or email at the candidate’s site.
Where will it take place?
Training will take place on site
Mentoring will take place at the candidates site
The Apprenticeship is essentially in three parts:
1. The Team Leading Technical Certificate (the knowledge) all participants will take the same units
2. NVQ Certificate in Team Leading at Level 2 (the competence) the units will be selected for each participants, dependent on need
3. Key Skills
• Application of Number – Level 1 (assessed by test)
• Communication – Level 2 (assessed by test)
• ERR (Employers Rights & Responsibilities)