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Human Resources: Supporting the Team

Human Resources Supporting You

Human resources (HR) play a role that can benefit teams of all sizes. Larger teams have a greater need for an individual in this position. With human resources playing such an important role, why are human resources important? What is the function of a human-resource representative? What concerns should a HR representative be aware of regarding team dynamics?


The role of an individual in human resources is to address the people issues in a business. This function is to serve as an administrator to cover all the systems that affect behaviors of workers. Human resources support leaders in helping followers respond to changes and thus organizations of varying sizes can benefit from an individual in this role.

Typical responsibilities of an individual in human resources comprise recruitment, training and development, benefits, and performance reviews. A human-resource specialist will find success when they are capable of identifying individuals with desirable skills, provide encouragement and support, and be competent to increase retention rates.

Human Resources in Practice

In practice, human resources can boil down to 10 functions. These 10 functions may seem simplistic on the surface, but they play a significant role in building a successful team.

Human-Resource Individuals Tend to Establish First Impressions

Since the role of this position is to identify and actively seek individuals to contribute to the team the human resources representative is likely going to be one of the first people an outsider meets. Moreover, HR is responsible for training; so new members spend time with these individuals at the early stages.

Be Aware of Organizational Fit

Each team and organization are unique. When teams can differentiate themselves, they have a competitive advantage that leaders can leverage. Human resources should seek to identify capable members who can assist the current team if they wish to succeed. This means that human-resource representatives should have internal understanding within the team, so they can make efforts to match potential members with existing members.

Set Standards

Human resources individuals should set standards when they provide training. It is important new team members understand job expectations from the onset. The ideal time to begin to establishing standards is through the employee handbook or manual. Human-resource representatives should explain acceptable standards for communication, attendance, and ethics. Establishing standards helps new team members increase their chance for success.

Understand Intrinsic Rewards to Motivate

As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people.  As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can provide incentives when they know their team member motivation.

As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can provide incentives when they know their team member motivation.

Utilize Technology to Make Systems More Effective

Today, there seems to be a tool with the objective of making processes more efficient to respond to changes in the marketplace. One of the roles of human resources is to train and develop team members. This is not to say an individual in human resources must be capable of utilizing all the tools. However, they should identify key users who they can match with others to improve training and developing.

Remain Open and Responsive

As team supporters, HR representatives should be open and foster dialogue with their team. When problems arise, team members must be able to share grievances, so they feel like individuals whom the team respects. Setting this tone of being open and responsive can be vital to the team culture because there is an increasing need for responsiveness by the customer.

Develop a Discovery and Selection Process

One of the hats that human-resource individuals must wear is the development of a discovery and selection process to create a talent pool. People who work in human resources can leverage social media to create a brand but also call upon supporters and users to fulfill vacancies on the team. They must routinely reach out a hand to find new members who can contribute to the team.

Model of Consistency

Team members desire fairness and consistency. When it comes to policies and procedures, members want to know their application is the same across the board and there are no favorites. They need to know that specific actions will attract positive outcomes. Without consistency, people begin to lose respect and problems can ensue.

Developing Individuals and Matching People with Responsibilities

Everyone has unique skills and HR representatives should try to match people’s strengths with specific responsibilities. In some cases, a person in this position may need to recruit people from other teams in an effort to get the best people. Organizations and teams compete for finite assets, if your team fails to progress, they risk losing in the long term.

Participate in Team Activities

Individuals who participate in team activities learn about the team and potential opportunities. Engaging with the team allows HR individuals to anticipate changing demands. They also help team formation and sustainability of the team’s culture.

Human-Resource Concerns

There are three human-resource concerns that should be under consideration when helping to form a team, and they are demographics, diversity, and skills or qualifications.

Demographics concern the individual characteristics of a team and may include age, sex, or social class. Demographics are a concern because it may influence costs or changing demands from the team.

Diversity refers to distinction within the team. It is not necessary that all teams comprise a great deal of visual diversity. However, organizations and businesses should have a team that reflects the target market. If the goal is to service a market, from a particular demographic, one will likely find more success when the team has a member who matches the demographic.

It is important to understand the law of supply and demand as it applies to staffing. Some jobs require a higher degree of expertise while others do not. When the demand for technical expertise is high and few people possess the necessary skills, human resources representatives need to find manners to provide more compensation. On the other hand, when the demand for technical expertise is low and there are many people available to fulfill the need it may not be necessary to provide as much compensation.

Does your team have a human-resource representative? What other functions does a human-resource representative play on your team? What other concerns should an HR representative be aware of regarding team dynamics?


22 Qualities of a Good Leader

What is a Good Leader

Qualities of a good leaderIt is easy to call yourself or anyone else a leader for that matter. What moves a person from being called a leader to embodying the qualities of a good leader? Are leaders born or can you become a leader? The following is a list of qualities of a good leader so you can answer these questions for yourself. Learn and embrace these qualities, and you can move from a good leader to a great leader. By taking the time to learn and embrace these qualities you can attain new heights and guide your team to success.

Qualities of a Good Leader

  1. Confidence– Followers see leaders as having confidence. When a leader possesses confidence, followers also become assured. It is easier to have confidence when one is aware and seeks information. When mistakes are made, leaders do not allow problems to fester but rather take immediate action.
  2. Character– Leaders connect with their followers and establish trust because they are honest and have integrity. Leaders are in a position of authority because their followers respect them. Leaders understand that they should treat their followers in a manner they desire for themselves. Leaders are honest in all interactions since they set the bar by leading by example. By establishing a high standard for themselves, they also set one for those they lead as followers are a reflection of the leader.
  3. MotivationalLeaders are capable of inspiring and motivating followers by helping them see their vision. They help followers engage and participate throughout the process of goal attainment. During difficult periods, the leader’s inspiration can encourage followers to take action.
  4. Passion– Leaders show their passion routinely. Passion is importance to work, sharing their knowledge and passion with any individual who will listen. This excitement gets others to believe in the leader’s vision. This passion gets the leader up in the morning and stay with them throughout the day providing them with energy. Passion allows leaders to overcome struggles.
  5. Knowledgeable– Leaders take the time to learn about policies, procedures, and organizational culture. Leaders act responsibly when confronting difficult decisions using policies and procedures to their advantage.
  6. Communication– Communication is at the root of leadership. Communication needs to be clear, consistent, and constant so the team understands the strategy, goals, and vision. When strategy, goals, or the vision is stuck in the leaders heads the team may be taking action that is actually counterproductive. Ultimately, a lack of communication may lead the team in two separate directions. The objective of effective communication from a leader is to unite the team, creating teamwork to move them to take action together to reach a common goal. As a leader, you are not only responsible for providing direction, but you also need to listen to the feedback from team members.
  7. Ask Questions– Questions are the keys to opening doors. Leaders understand that it is important to ask questions and formulates ways to construct a question to get the most information from the answer. Questions help to unpeel the onion. There should be follow-up questions ready to discover the root answer.
  8. AccountableLeaders are accountable to their team members along with themselves. Since leaders are accountable, they monitor performance to ensure everyone is effective and standards are met and consistent. Monitoring situations allows leaders to adjust to problems, provide solutions quickly, and offer praise for great performance.
  9. Witty-Witty banter can lead to stronger camaraderie with followers. Problems will arise and when they do you want o be upbeat and be able to make light of the situation. Stress and negativity breeds additional negativity. As a leader, you want the team to be productive and engaging with others. This means the leader should set the tone be being witty and demonstrating their sense of humor to keep things light and fresh.
  10. Organize– Leaders are aware of their resources and can use these assets to their advantage because they have organizational skills. Organization prepares them to adapt to changes and arrive at innovative solutions.
  11. Delegate– Leaders are busy and frequently act as a bottleneck or stopgap. This means much of the information goes through the leader. To alleviate the stress and show support, the leader must learn to delegate responsibilities. The key to delegation is to understand the strengths and interests of one’s followers. When a follower shows an interest in something, and they are capable of performing this function, the leader should delegate this role. The leader benefits by freeing up additional time to address more important concerns that may impact the team or performance.
  12. Evaluate– Leaders monitor performance, especially after a goal is reached. They provide this feedback to others, so they can make changes as necessary. At the same time, leaders encourage and are open to feedback themselves, and they can conduct a personal evaluation to adjust in order to improve.
  13. Dedication– Dedication to the team and performance breeds’ respect. Leaders work toward developing their personal brand understanding that it takes time to build this brand but only moments to destroy it. For this reason, leaders must routinely show they are consistent, fair, and the leader does what they say.
  14. Focus-Leaders determine import and valuable tasks and learn to tune everything else out so they can have a laser focus. They utilize this focus to help their learn focus so that leaders and followers are in alignment with the vision. This focus can be critical during stressful periods as it helps followers get over the proverbial hump. Judgement of leaders occurs by what they achieve.
  15. Happy-Leaders tend to have an infectious personality because they are positive. Happiness and positivity motivate followers, so they can get the best performance out of them. Happiness coincidences with optimism and believing in the team and oneself with a I can-do attitude. They are not quick to criticize, tear one down, or throw another under the bus.
  16. Sixth Sense– There is no such thing as a sure thing. Leaders develop their intuition by remaining aware of their environment. Leaders are routinely responsible for making decisions even when there is a lack of certainty. They must call upon all skills and insights when developing a strategic approach.
  17. Conflict Resolution– Leaders face challenges continually and therefore, must remain calm and keep their wits about the so they can think clearly. Conflict resolution is an asset of a good leader. Leaders understand they can learn from each perspective and by combining solutions, one may find the best solution.
  18. Flexible– An effective leader is a chameleon who adapts to their environment and is willing to change or create change. They have an open mind and consider all alternatives before making rash decisions frequently using the resources that are at their disposal. During times of change, leaders must be calm focusing on the vision, mission, and goals.
  19. Anticipate– Leaders forecast the changes to the weather, thinking ahead of everyone else so they can provide direction. They develop a strategic solution to problems and adapt as situations change. They are the catalyst for action.
  20. Innovative– Situations do not always afford one the luxury of time and quick decisions need to be made. Leaders need to think outside of the box. They understand the strengths within the team and can leverage these abilities to come up with innovative solutions to problems.
  21. Empathetic– Leaders support their teams. Leaders look forward to recognizing followers in public to highlight their performance. On the other hand, leaders reserve criticism for private. Leaders try to avoid giving negative performance any attention.
  22. Team Builder– Leaders evaluate the strengths and weaknesses of their teams and find new members that will strengthen the team by increasing their strengths or improving upon a weakness. Additionally, the leader finds a way to unite the team to increase the bond so members feel supported.

Definition of a Good Leader Conclusion

This list of 22 qualities of a good leader is not in any particular order. To be a good leader one does not even need all 22 qualities. However, the more of these qualities a leader possesses the more likely they will experience struggles as they prepare them to overcome the struggles leaders encounter.

Responsibilities of an Effective Team Leader

Team Leader


A team leader is an individual who may or may not have authority to advise team members with instruction and direction on processes necessary to achieve objectives. A team leader provides direction by examining a variety of assessments. Measures may include listening to follower concerns and problems team members may encounter.

Team leaders facilitate dialogue between team members and people who have more authority. Team leaders are responsible for decisions on behalf of the group when no consensus is present. The team leader is an influential team member who can interject during times of conflict. When a team leader is successful, they will understand strengths and weaknesses of other members and organize team efforts.

Qualities of Team Leader

There are a number of basic team leader roles, which include leading by example, asking questions, understand job duties, motivate team members, facilitate communication, and monitor performance.

One of the most symbolic acts a team leader can do is lead by example. When a team leader leads by example, they are setting the tone along with the standard for team members. The leader must also act on behalf of the team while supporting them to show appreciation for their efforts.

One of the roles a team leader does is ask challenging questions. Asking questions help to understand actions and thoughts. Questions can be motivational at times, or they can be risky and disrupt the status quo.

Team leaders should have a fundamental understanding of job duties. It is advantageous for a team leader to understand the job functions to build a connection with the team rather than just appearing like a dictator. Individuals are able to be leaders when they are knowledgeable so it is best when they are proactive to stay abreast of new industry knowledge, so they can help the team adjust to changes.

Since team members look to their leaders for inspiration, when the leader provides motivation, they are able to be catalysts of action. Passionate leaders can transfer their energy to team members. Team members can demonstrate their passion is by recognizing team members who excel.

Leaders who know how to communicate effectively can enhance their authority level. Team members need direction, so they can pursue goals and understand of their efforts contribute to team achievements. Additionally, due to the authority the leader possesses, they are in positions to solve problems and conflicts. Moreover, when leaders have the capability to relate to the team members by using their communication skills, leaders can deliver feedback that supports team members with effective results.

Leader follower relationships also build trust. When trust is present, leaders can set attainable expectations for team members without close supervision. Empowering team members who possess the essential skills reduce the need for micro management. Nevertheless, when the leader monitors the team and performance, they are able to respond and intervene when required.


One of the primary responsibilities of a team leader is to alleviate responsibilities for higher-level managers. The additional benefit from an organizational perspective is that save the company money as this role typically does not pay much beyond that of other team members.

The team leader facilitates communication between the team and upper management. This responsibility includes performance updates, attending meetings, and conflict resolution. The responsibility of conflict resolution cannot be overstated. As a leader, team members look to this individual for direction, motivation, and answers. How the team leader responds in different conditions can influence the behavior of their followers. Having an understanding of team strengths helps the team leader to organize the team to reach objectives.

When the team leader leads by example, they have the power to establish standards for the team. On the other hand, when standards are either not met or the team fails to reach their goals, the team leader if apt to be responsible for this shortcoming. For this reason, team leaders should have a strong working relationship with higher-level executives, so they can determine the best strategy for goal achievement.

The team leader may have human-resource management responsibilities include providing performance evaluations. Moreover, their role in the organization along with their influence on the team is helpful in team member decisions when it comes to hiring and firing of team members. Along with the responsibility of hiring and firing comes formal training of new team members. The team leader’s input typically has more weight than others do on the team in the minds of higher-level leaders. The input by team leaders may influence decisions regarding other team members.

Training and Development Team Leader

There are a number of ways to receive training and development to become a team leader or excel at the position. For example, those who have an interest in becoming a team leader can pursue formal education, in-house training and development opportunities from your organization, workshops, reading, and a number of other manners. When deciding on what types of training and development opportunities are best you should consider methods that address these skill sets.

Skill Sets for Leaders

  1. Communication- As a leader you must be able to use both verbal and non-verbal skills. Communication is at the heart of becoming a leader. Anything you can do to work on developing your communication skills will prove to be beneficial.
  2. Organization is an important asset for a leader. Organization helps you as a leader when developing a strategic approach to goal accomplishment. As a leader, organizational skills help in your ability to delegate tasks. Organization speaks to your overall ability to prepare yourself.
  3. After working on developing your leadership skills you must have confidence in yourself. Followers can see when you are confident in your abilities. Additionally, you should take the time to understand your followers so you have confidence in their abilities. This confidence really comes through when you empower followers to take action and decisions.
  4. When times get challenging there will be times when you need to serve as a facilitator and broker negotiations between parties. You will also need to facilitate the relationship between team members and executives. Facilitating will help others and yourself to put things in perspective and allow followers to see how their work contributes to the goals of the organization. Furthermore, negotiation skills play a role in decision-making and conflict resolution.