Tension within a team is inevitable. In fact, if used properly, it can aid innovation and success as team members challenge the norm to find new and better ways of working. But tension can also break a team apart. Using Eric Berne's Ego States and other models, leaders will discover the correct way to manage tension for their team's healthy development.

There is no "right" way to manage a team. Every leader brings their own idiosyncrasies to the role. But leaders can be more aware of their own style, and perhaps challenge themselves to deliver an amended leadership style based on the needs of their team. 

A team is always changing and evolving. The leader is not doing anything wrong when challenges develop. That is a the natural evolution of a team. By studying Tuckman's model of team development leaders can assess where their team currently sits and what they need to do to move forward more successfully. 

Modern companies are always changing, from small team changes to company mergers. But humans find change hard, and the leader is the first line of defense to support their team through any change. Using Elizabeth Kubler Ross's model for the emotional journey of change leaders can assess practical tips to aid their team through the process.  

Leaders must be looking at the long term plan for their team. To do so they must be able to objectively assess each member of their team to create a future plan. However, bias will always play a role in how human's interact and assess each other. Using Amy Cuddy's model for relationship assessment leaders will have a chance to understand how they view their team members and develop a more objective view for their development. 

As we move up the leadership hierarchy we must make some difficult choices about how we spend our time. The inclination is still to get involved in the work of those below us, but instead we must look for tasks that offer a higher value return. Studying the Eisenhower matrix leaders will assess how to restructure their work day for maximum effectiveness. 

To have a successful team, team members must trust their leader to support them when needed. That trust shows itself in many small interactions. Using Maister Green and Galford's trust equation, and other tools, leaders will assess their current relationship with their team and what they can do to strengthen the trust bond across their team. 

Feedback is a necessary part of leadership, but one that is very easy to get wrong. If our team does not value the feedback they receive then they will not act on it. Using Kim Scott's model of Radical Candor leaders will think about, and practice, how to deliver feedback in a way that creates results. 

How do we know if our team is working to the best of their abilities? The goals is to "stretch" but not "strain" them past their abilities. Using the Yerkes/Dodson framework leaders will assess their team members and their current workload (and attitude) to see what adjustments they can make to get to peak performance. 

Many times, coaching, gets confused with performance management. But they are very different activities and most leaders should be putting on their true coaching hat more regularly than they do. Leaders will assess the goals and pitfalls of coaching as well as the style of coaching that their team members need for maximum impact.