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Loads of answers there - depends on the business and the team.
The answer you should give to the question if you want the job however, is what the organisation, and the people interviewing you, think makes a good team leader, which should all be in the competencies and job description/role profile, whatever you call it.
Don't go on a " bonding with your team" night out ,get pissed and take a shed load of drugs,waking up the next day not really sure where you are but recognising the person next to you as someone from work....
Monday morning was awkward.
you have to ensure that your staff have used the correct cover on their tps report
it is far safer to be feared than loved if you cannot be both
- Machiavelli
You've still got time to read "Leadership and Self-Deception" and "Fish".
As has already been said up there^^^ - you don't have to be the smartest person in the room.
Surely if you are going for a leadership position, you should have your own take on it!? Even if you have not done the role before, you have worked under a leader before...
Some great replies here.
I'd say being a good team leader is one of the hardest things about being a manager. Managing the department is dead easy, doing al the technical stuff is a doddle. What's really tricky is leading people. My take...
Give people as much responsibility as you can without giving them too much autonomy
Listen. A lot. People ask for help all the time without actually asking for help.
Let them know what the objectives are. Repeat the objectives. Do it again.
Explain why you've made the decisions you've made. Make sure everyone understands otherwise they'll think you're stupid and incompetent.
Don't be afraid to explain why political decisions are more important than tactical ones. People often find it much harder to understand the former and focus on the latter.
Have regular 121's. People tell you different things when they're alone.
Say thanks for jobs well done. Always give credit to the right people. If you have good staff, they'll keep making you look good, cherish them and support them.
Knock conflicts amongst the team on the head, sharpish. They won't go away without you making it happen.
If someone has a problem, they need extra help so make sure you give it.
And enjoy. It's really hard doing it right but suddenly you'll look at your team working together like a well oiled machine and while it may appear to others that it just happened, it's invariably a result of good management.
Interesting thread, as a business we work and have worked extensively in the NHS so here's an outsiders view of jobs/promotion in the NHS
1. If you are very good at your existing job you are not likely to be promoted-
2. If you are crap at your job you will be moved this may include promotion -
3. Don't suggest any form of clever or radical changes during your presentation -
4. Focus on continual improvement of your team to be -
5. Infer (do not tell) you would look to identify performance improvements and create an example that may be possible -
6. Try and get to the next level as quickly as possible - treat it as a stepping stone -
The real question is will the rewards give you a better quality of life or more hassle?
Kill a few of the weaker ones on your first day to set an example. Make one of them cry at least daily and never let them speak to anyone without you being in earshot making throat cutting gestures and gurgling. Never turn your back on a minion. Always keep a machete in your desk drawer.
Right. Yes, no, so that's all good. Very strong.
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The ability to take it from both ends and look like you're enjoying it.
Which is a transferable skill as it happens.