How to create results through people

Team management is not just about allocating tasks or controlling progress. It's about creating direction, energy and interaction that leads to common results. As a team leader, you are the link between strategy and practice, and you have a crucial role in developing the people you lead.

What are the hallmarks of an outstanding team leader?

An outstanding team leader is clear on target, confident in relationships and present in everyday life. You build trust over time, leave room for learning and ownership, and know that you don't have to have all the answers -- but you do need to ask the right questions. You see the potential in each one and understand that diversity and inequality are a strength for the team. The ability to show empathy and emotional intelligence is central, especially in Nordic leadership styles where trust and openness are prioritized [1].

Team Leader Compass — Stakeholder Navigation

To succeed as a team leader, you have to deal with many different stakeholders. The team leader's compass gives you a framework to keep track and balance considerations in six directions:

Upwards: Management, board, owners — those who set the framework and expectations.

Beyond: Customers, users, partners, suppliers and other external actors.

Forwards: Strategic objectives, development, change processes and future needs.

Backwards: History, culture, past experiences and learning.

Downwards: Team members and project teams — those you lead directly.

Inward: Yourself — your own development, values, motivation and balance.

Using the compass in practice means mapping and understanding the needs of all these groups, aligning communication and effort, and seeking balance so that no direction is overlooked.

Six key areas for success as a team leader

1. Set direction and priorities clearly

What's most important right now? What are we going to deliver together? Clarity in goals and expectations gives peace of mind and predictability. Connect the work of the team to the strategy and future goals of the company.

2. Create psychological security and inclusion

Teams that feel confident, dare more and learn faster. Dare to show vulnerability yourself. Invite openness, and meet mistakes and uncertainty with curiosity rather than criticism. Recognize different perspectives and make sure all voices are heard — diversity strengthens the team. Use the Pygmalion effect to lift your team's faith in their abilities [2].

3. Adapt leadership to the individual

No one is the same. Use one-on-one conversations to map out what motivates and engages the individual. Customize responsibilities, support and feedback according to your needs and strengths. This builds both trust and commitment.

4. Follow up and provide evolving feedback

Regular follow-up is not about control, but about care and responsibility. Give concrete praise, ask open-ended questions and be clear about what can be improved. Use feedback as a tool for learning, not just evaluation.

5. Strengthen collaboration and understanding of roles

Clear roles provide security, but shared responsibilities bring strength. Create venues for interaction and reflection. Use team meetings for more than status—let your team share experiences, challenges, and solutions. Encourage knowledge sharing and collaboration across.

6. Develop your team and yourself

Look for potential, not just achievements. Ask: “What do you need to develop?” As a team leader, you are also a learner. Use feedback and reflection to adjust your own practice. Be open to learning from your team — and show that development is an ongoing process.

Example from practice

A newly hired team leader in the teaching sector noticed that the team was characterized by uncertainty and low progress. She started with weekly team meetings focusing on sharing, structure and shared responsibility. In addition, she had brief one-on-one conversations with all employees to listen and learn. After three months, the team reported increased motivation, better collaboration and clearer direction. The changes did not come from grand strategies, but from presence, adaptation and clarity in everyday life.

Reinforce with modern management principles

Emotional Intelligence: Be aware of your own feelings and those of others. Actively listen, show empathy and adapt communication according to the situation [1].

The Pygmalion effect: Your expectations affect your team's performance. Show confidence and faith in your team's abilities — it triggers potential [2].

LMX and Individual Adaptation: Build strong relationships with everyone, not just anyone. Adapt support and accountability to individual needs to ensure inclusiveness and fairness.

Diversity and Inclusion: Appreciate different perspectives and backgrounds. An inclusive environment allows for increased creativity, better decisions and stronger results.

Conclusion and action point

Team management is practical, human and demanding. It's not about being perfect, it's about being conscious, present and clear. The best team leaders create results by building trust, facilitating learning and staying the course — together with the team and in balance with all stakeholders.

Start today:

Ask your team: “What is the most important thing I can do to help you right now?”

Use the answer to adjust your leadership style, strengthen your community, and develop a team where everyone can succeed — all while navigating safely with the team leader's compass.

References:

Abelha, D. M., Carneiro, P., Cavazotte, F., & Costa, C. A. (2018). Influence of gender and culture on transformational leadership and job satisfaction.

Esteves, T., & Lopes, M. P. (2017). Crafting jobs for well-being and satisfaction.

Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of LMX research: Correlates and construct issues.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of Leader-Member Exchange (LMX) theory of leadership over 25 years.

Hofmans, J., De Gieter, S., & Pepermans, R. (2013). How different reward preferences influence job satisfaction.

Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis.

Liu, Y., Aungsuroch, Y., & Gunawan, J. (2019). Personnel competencies, social adjustment, and job satisfaction in nursing.

Rezapour, R., & Sattari Ardabili, F. (2017). Leader—member exchange and job satisfaction.

Yıldız, K., & Şimşek, M.S. (2016). The mediating role of trust in transformational leadership and job satisfaction.

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