Team Leads Must Be Adaptive
When one leads a team, one is leading a group of individuals. It is important to not forget that.
Treating each person as an individual is known as adaptive leadership. People need to be treated as individuals because,
Different people respond differently to different leadership styles.
People have different needs.
People have different ways of communicating well.
Some people desire a strong affinity with who they perceive to be the team lead or the “in group”, and others do not, preferring to “stay independent”.
Regarding number 1, studies have shown that while most people respond well to servant leadership, some do not: some people equate servant leadership with micromanagement, and report that they do not want their leader to get to know them or try to help, develop, or guide them.* So it is important to be sensitive to the needs and expectations of each individual.
Regarding number 2, it is important to learn the strengths of each individual, as well as their professional interests and aspirations. Only then can you advocate for their development.
Regarding number 3, some people communicate well in a group, but many people do not. It is quite common that people listen and then think, and do not fully process what they have heard until after a meeting. It is important to recognize who is the verbal communicator and who is not: only then can you ensure that everyone is contributing their ideas.
Regarding number 4, Leader-Member Exchange theory tells us that leaders should try to bring everyone into the “inner circle” by forming a unique relationship with them, and offering opportunities for them to shine. But some people are resistant to forming a relationship: they want to keep a boundary. That is okay: recognize it and respect it, and make sure that it does not result in them being left out.
A team lead needs to adapt their leadership style to each member of a team. Do not treat everyone as the same. Do not just lead at the team level: you need to lead individuals too.
Engage in one-on-one deep conversations with each team member frequently, not on a schedule. Meeting with people on a schedule makes it seem perfunctory and like a chore, but spontaneously: instead, stop by (or set up a call) to “check in” and ask how they are doing, what they are working on, how that’s going, and how you can help. Ask what they would like to be doing and learning. Ask what their frustrations are.
* Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19, 161–177.