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Prologue: Leadership is not something you learn, it's something you experience.

Chapter 1.
The first opportunity for a first-time team leader

Two fears a team leader has
The most difficult and pitiful team leader these days
I became the first person in my life to hold a position of power.

Chapter 2.
A Second Chance for Performance Management

I was dissatisfied with setting new work goals.
Try to have a conversation using the COACH model.
How to assign new tasks to team members
How to Manage Performance for Generation Z's Growth

Chapter 3.
A third opportunity gained through managing underperformers

This is when performance improvement is needed for low-performing team members.
There is a misconception that low performers are "bad at work."
There are two types of underachievers.
Low-performing team members must possess three key qualities:
'Will and attitude' are good, but the performance is low.
I'm a low performer, but I only do what I'm told to do.

Chapter 4.
A fourth chance to establish a new relationship

You need to coach new team members who have joined from other organizations.
The relationship between team leader and team members needs to be reestablished.
To establish smooth relationships with team members, we provide a team-centered, one-on-one meeting.

Chapter 5.
The fifth opportunity gained due to differences in expected capabilities from team members.

What does 'competence' mean to office workers?
The gap in expected competency levels between team leaders and team members is a burden.
Intermediate feedback is absolutely necessary
After assessing job competency, we conduct one-on-one training to reduce skill gaps.
It's a one-on-one meeting with an employee who is more capable than the team leader.

Chapter 6.
The sixth opportunity to collaborate with senior team members
Team member who became team leader
A conversation with a senior team member who is about to retire and has no desire to grow.

Chapter 7: The Seventh Opportunity Due to Lack of Learning Within the Team

Is our team studying?
This is how a positive learning culture is created in a team.
Learning Methods for Senior Team Members

Chapter 8: The Team Leader's Eighth Chance as an Interviewer

The most powerful responsibility given to a leader is the interview.
Interviews are a forum for talent that encompasses both the present and the future.
How to Deal with Decision Fatigue from Numerous Interviews
Let's learn the interviewer's "humble questioning" method.
There are three ways to ask humble questions.
The interviewer's words and actions become the brand that represents the company.

Chapter 9: The Ninth Chance to Motivate Team Members

Actively cultivate informal leaders.
Let go of the prejudice that high-performance culture is bad.
This is the behavior required for a culture of high performance.
The way it works should be automatic transfer

Chapter 10: The Tenth Opportunity to Create Fair Evaluation and Motivation

Evaluation is a time to become a coach who helps team members grow and succeed.
3 Ways to Create a Fair Evaluation
Are you adhering to the evaluation criteria?
The Three-Step Performance Appraisal Feedback Interview Process

Epilogue: Leadership is the behavior of a leader in everyday life.

Will you be the leader people want to follow?
Will you become a leader we never want to see again?
Let go of excessive enthusiasm and penetrate your team members' hearts.

"10 Opportunities Given to Team Leaders" is a book that suggests leadership experiences in various situations, including performance management, team building, team member development, new team leaders, and senior and MZ generation team members.
When I was in my first position as a team leader and managed the performance of my team members, when I was managing a 'low performer' who was performing below expectations, when I first started One On One where I was always the interviewee, when I was managing a senior team member who had lost his will to grow and was about to retire, when I was the interviewer for the first time, etc.
In situations where countless challenges and crises surge like waves, the author, who has coached leaders of large corporations and startups for over 1,800 hours, presents his expertise in detail and turns crises into golden opportunities.

This book thoroughly examines the difficult situations that team leaders in Korea are currently facing in real time, including conversation methods using the COACH model, establishing new relationships between team leaders and team members, secrets to one-on-one communication with team members and methods of posing questions in advance, appropriate questions to ask when participating as an interviewer, and processes for fairly evaluating team members, as well as the stories of numerous leaders who met them in person, listened to their grievances, and suggested solutions.
Anyone who becomes a team leader for the first time wants to be recognized by their team members.
Of all the things you want to hear, this is probably the one you want to hear the most.
Until the day you hear, “The new team leader has come in, the team’s performance has improved, and the team members’ morale has also increased,” the team leader will need to work dozens of times harder than the team members to manage the leadership that is not going as planned.
But there is no need to worry.
If you read a book leisurely and take notes diligently, anything is possible.


For prospective team leaders who are afraid of being promoted to team leader
A core practice guide to navigating the challenging moments of everyday life.

When an organization announces that there will be a team leader selection next month, some people develop team leader phobia.
This is because the burden and responsibility of leadership roles tend to increase, while the authority and benefits tend to decrease.
The team leader is a 'middle manager' who encompasses both the top and bottom.
These middle managers are likened to the backbone of an organization, and they influence 70% of the work engagement of members in the field, and they have a huge impact on the performance and talent acquisition of team members.


Some people ask, 'Isn't it enough for a leader to just produce results?'
However, the author says that team leaders, in addition to performing well and receiving recognition, are also doing tasks that are difficult to judge by performance.
There are various roles, such as a team leader who helps members grow even though the team's performance is low, a team leader who promotes collaboration well, and a team leader who provides insight to colleagues and superiors.
It is impossible to know which of these two is the better team leader.
Because there is no right or wrong answer notebook in leadership.
Leadership is a field where there is no clear answer to how to be recognized as a good team leader, so many team leaders face fear.


Leadership through practice in everyday life,
Demonstrate your influence through actions you emulate, not words.

"10 Opportunities Given to Team Leaders" is a guidebook to help team leaders, who are middle managers, take pride in their positions and successfully carry out their roles.
Together, the team members on the same boat aim to sail toward their destination under the command of the team leader, who is like the captain.
The author, with the belief that "the most difficult position is the most important position," wrote this to offer ample comfort to the current team leaders in South Korea, who are rowing towards the island of "performance creation" by overcoming huge waves in rough and rugged positions.


The author says:
'The team leader doesn't need to know everything, and he doesn't need to be proactive.'
There are people around me who are caught up in the so-called 'Superman Syndrome' and believe that only by placing everything in the right place, collecting their complaints, and suggesting all solutions can I be considered a 'team leader'.
But the important thing is that a 'leader' is not someone who achieves results on his own, but someone who 'achieves results through others.'
In other words, a leader is someone who finds the right person for the right job to achieve the team's goals, assigns the right task to that person, and makes that task successful.
Team leaders are given the authority to influence their team members.
The leadership of a team leader is about answering and acting on questions like, "How will I use that authority? What actions will I take to demonstrate that influence?"

A single book cannot change a leader's daily life.
Moreover, no matter how powerful a lecture is, it cannot create short-term leadership.
Team leaders must influence their team members through the language of everyday practice.
You must masterfully satisfy your team members' tastes with a deep leadership style, like a long-simmered, rich soup, delivered through implicit expressions and subtle conversations.
To do that, the team leader reads the team members' minds by flipping through a thick diary.