HOW TO LEAD YOUR TEAM

Seminar GP Utrecht 2014

Frank Wareman

Some observations

• Managing a team at a GP (at Side Events or Main Event) often is more difficult than at your local PTQ / WMCQ.

• You don’t know all the judges, you don’t know their experience, we speak different languages and often there are some minor things different than you are used to.

• The GP location is very chaotic, many more people are playing than just your event and yours is likely not the most important one.

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Questions

• Do you agree?

• What is your judge level?

• Were you ever HJ of a side event at a GP?

• Did you ever team lead or head judge with 3 judges or

more?

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Start of a team

• Getting to know each other

• Planning for the day

• Sharing experiences

• Working together

• Finish together

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Then during the day...

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Goals or Tasks

• Setting goals for your team to achieve.

• Giving your team a list of tasks to complete.

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Managing Tasks

• Giving precise

instruction what needs

to be done or how it

needs to be done.

• Very common and

useful in judging!

– Rules & Policy, deck

checks, deck lists

Time Logistics Papers Floor DC

Arrival 7.30-7.45 Team meeting Team meeting Team meeting Team meeting

Registration 7:45-8:30Table numbering +

room setup

Pairing Boards

setup +

Crowd Control

Help Logistics Help Papers

Late registration 8:30-9:30 Control late players Post Name Ranges Help LogisticsCoordinate DL

collection

Player's meeting 9:30-10:00Byes/not on list

problems

Post Seat all

playersCollect DL Collect DL

R1 10:00-11:05 Float + EOR Pairings + slips

Count DL +

Coordinate team

breaks

Count DL

R2 11:05-12:10 Float + EOR Pairings + slips Float + FeaturesDL Penalties + DL

Sorting

R3 to R8 12:10-18:40 Float + EORPairings + slips +

DropBoothFloat + Features

Beginning + Mid-

round DC

R9 18:40 - 19:45Help Papers + Float

+ EOR

Standings +

Pairings + slips +

DropBooth

Float + FeaturesMonitor contention

tables

End 19:45 Debrief Debrief Debrief Debrief

9 rounds no shifts

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Managing Goals

• Setting or creating a

target that needs to be

achieved.

• Mostly used when

managing team leaders

(‘Do Deck Checks’,

‘Crowd Control’)

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Directing your team

Examples:

• Explaining the

procedures: appeals,

deck checks

• Break schedule

• Team meeting planning

Creating a structure

• Over very directive,

one-way

communication

• Detailed and precise

• Not motivating

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Coaching the team

Examples:

• Asking for input and

ideas about situations

• Think about ways to do

our work better

• Delegate tasks to team

members

• Not directive, but

keeping control on the

result

• Discussion

• Motivating

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Support your team

Examples:

• Delegate goals to the

team members: deck

checks, breaks, etc are

managed by team

• Team leader only there

when needed, on

request

• Little control by team

leader, team members

are in control

• Very motivating

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Delegating to the team

Examples:

• No team leader

involved: team works

by themselves

• Not so common...

• No control by team

leader, team members

are responsible

• Motivating?

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Situational Leadership

This process doesn’t

stop: for each assignment

you can work through the

4 phases.

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Communicating with the team leader

• Different for each type

of leadership: check

what type used and

think what to

communicate

• How to move through

the phases to get to the

phase you like most?

• Team meetings agenda:

– What did you do?

– What are you going to

do?

– Do you need help?

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