How to Transform a Weak Team Leader into a Successful Team Manager

Amid the increasing challenges in professional environments, managers often face the issue of having a team leader who fails to deliver the required performance.

However, experts affirm that transforming a “weak leader” into an “effective leader” is not impossible; it requires accurate diagnosis, thoughtful guidance, and continuous support.

In this context, writer Megan Jones held discussions with a group of prominent specialists in team leadership—Katie Forsythe, Maria McCann, Martin Teasdale, and Matt Riley—to uncover the most important steps to be taken to rehabilitate a team leader and enhance their performance.

Observe First, Without Prejudice

Experts warn against rushing to judge a team leader and advise that the first step should be to observe them during their daily role.

Observation includes their interaction style with their team, the systems they use, the time they dedicate to coaching sessions, how effectively they utilize team meetings, in addition to their overall demeanor and conduct.

Specialists point to the importance of gathering precise notes on their professional behavior, and possibly enlisting another colleague to evaluate them from a different perspective before making any decision.

Is the Problem Truly Within Their Control?

After gathering observations, the most critical step follows: assessing whether the poor performance results from a direct failing of the team leader or from factors beyond their control.

Martin Teasdale, founder of the Team Leader Community, confirms that many pressures can impede team leaders’ performance, such as heavy administrative tasks, lack of training, numerous KPIs, poor guidance, technological issues, or absence of support from colleagues.

Conversely, Katie Forsythe, General Manager at Red Recruitment, points out that economic changes and rising operational costs prompt many companies to reduce the number of team leaders or merge roles, which multiplies the leader’s responsibilities and leads to “functional congestion” that negatively impacts performance.

Therefore, before holding the leader responsible, managers should ask a fundamental question: “What do we truly want our team leaders to be doing?”

Ensure They Understand Their True Role

If there are no organizational obstacles or exceptional pressures, managers should ensure the team leader clearly understands the nature of their role and responsibilities.

Often, excellent individual contributors are promoted to leadership positions without possessing a correct understanding of a leader’s duties.

Maria McCann, Co-founder of Neos Wave, advises initiating a direct dialogue by asking the leader: “What do you think you are responsible for?” and then listening attentively before correcting any misconceptions.

Leverage High-Performing Leaders Through Mentorship

After identifying weaknesses, experts recommend pairing the underperforming leader with a colleague who excels at the skills they need, allowing them to learn through direct practice within the work environment.

Matt Riley, a contact center performance specialist, explains that shadowing a more experienced leader helps transfer best practices in a practical way, while ensuring the approach is handled gently without embarrassing the leader or undermining their capabilities.

Address Behavioral Issues Immediately

In some cases, the problem may lie in unprofessional behavior, such as arrogance or sharp treatment of the team.

Here, experts stress the necessity of immediate intervention and a clear, firm conversation about the need for behavioral modification.

Continuous Follow-Up to Evaluate Improvement

Leader development is not a single step but a long process that requires constant follow-up through regular meetings, performance record reviews, and direct assessment of the new methods they have begun adopting in managing their team.

When Change Is Not Possible

Despite all efforts, some leaders may fail to evolve. In this case, management must make a clear decision, either by transferring the individual to another job that suits their abilities—in the case of “the right person in the wrong role”—or by terminating the employment relationship if they prove to be “the wrong person for the role.”