Guide to Being a Structures Teamlead

Introduction

Becoming a teamlead can seem overwhelming, especially if you don't have that much experience on the team. However, fear not! This article is meant as a guide that you can read beforehand and consult during your time as a teamlead in case you don't know where to turn. A lot of these tips apply to other subteams as well. Additionally, keep in mind that you should lead in a way that you are comfortable with, so use this advice as a guide rather than a set of "laws" that you should follow. 

Getting Started

Here are some helpful ways to get started as a teamlead.

1. Read as many relevant Wiki articles about your subteam as you can, especially about the most recent rocket that has been built. This will help you get an idea of the steps and time involved in each piece of hardware. 
2. Organize a meeting with the previous teamlead, and come prepared with questions such as:
   1. How do I keep members involved?
   2. What are all the parts that need to be built?
   3. What should be improved from when you were a teamlead?
   4. What are the biggest challenges of being a teamlead?
   5. Etc.
3. Start a record of notes for your personal use. This can be a Google doc, a physical notebook, whatever works best for you. You may change the way you organize things as the year progresses, but some form of record keeping is important for:
   1. Making a preliminary list of the hardware that needs to be build
   2. Once you have this list, expanding it into a flowchart showing the breakdown of tasks for each piece of hardware
   3. Making a schedule
   4. Keeping track of team members/attendance

Team Member Retention

Without enough engaged team members, you simply cannot build a rocket. Team member retention is ESSENTIAL to the functioning of your subteam. The paradox of member retention is that you have the most people in the beginning when you have the fewest tasks, and by the time you need the most help, most of your members may have already left if you haven't kept them engaged. The following points are crucial for team member retention.

Caring for your team members

1. Make an effort to learn people's names, and write down their information (name, year, email address, technical experience).
2. Show appreciation for the progress that your members make. Making a public post can be good, but make sure others aren't left out. When in doubt, sending a personal message saying "Good job!" is a safe bet.
3. Organize fun events (like tea time) from time to time, especially if you sense that members of your team could use a break/are stressed out.
4. If someone communicates to you that they're busy and can't make a meeting for some reason, be understanding. We've all been there!

Communicating with your team members

1. Use more than one method of communication to make sure you're reaching all members. Not everyone checks Slack- some people might check their emails more often. If you're sending important information, use more than one method.
2. Organize weekly meetings and make sure as many of your members as possible can come. Whenisgood is a good way of getting people's availabilities. 
3. If someone is lagging behind on a task, focus on what you can do to help them rather than the fact that they haven't completed a task yet. Using this approach shows that you care about them, and is more likely to get results, rather than creating more stress for them. Being understanding is an important method of teaching team members to be more comfortable reaching out to you to ask for help.
4. On the other hand, if someone has consistently failed to get a task done, you can reassign it to someone AFTER communicating with the person.

Keeping people engaged with meaningful work

1. Come prepared with tasks to give people, even if they're small. Even if you have the most dedicated members, they will get bored if you continuously have nothing for them to do.
2. Keep track of people's progress in some form. This will not only help you keep track of what still has to be done, but will help you
3. Never assign the same task to two different people unless it's clear that they're collaborating. Doing so is an insult and shows that you don't trust either to get the job done.
4. Unless a part is absolutely critical and you must do it yourself, show trust in your team members and let them do the work after showing them how. Your main duty as teamlead is to pass on knowledge to your team members, and you can't do that if you're doing everything yourself.