8601-200 Assignment Example

Developing yourself as a team leader is the starting point of the ILM Level 2 qualification — the unit that asks you to look honestly at what your role involves, where your authority starts and stops, and how you can improve through feedback and planning. Unlike higher-level units that demand theory and analysis, Level 2 is practical: it wants to see that you understand your day-to-day responsibilities and can identify realistic steps to get better at them.

This assignment example is written from the perspective of a newly promoted team leader in a 50-person inbound call centre, responsible for a team of eight customer service advisors. The call centre context works well for this unit because the team leader role is clearly defined, the authority boundaries are visible, and feedback is readily available from multiple sources.

Section 1 — Describe the Roles and Responsibilities of a Team Leader

The team leader role in the call centre sits between the customer service advisors and the operations manager. My main responsibilities fall into four areas.

Managing daily operations. I am responsible for ensuring that enough advisors are logged on to meet the call demand each day. This means checking the daily rota, arranging cover when someone calls in sick, and monitoring the live call queue throughout the shift. If wait times exceed two minutes, I need to take action — either reallocating advisors from email tasks to phones or escalating to the operations manager if we are genuinely short-staffed.

Supporting team members. I hold a brief five-minute team huddle at the start of each shift to share the day’s priorities and any updates from management. During the shift, I am available for advisors who need help with difficult calls — they can put the customer on hold and ask me for guidance, or I can take over the call if needed. I also conduct return-to-work conversations when team members come back after absence and monthly one-to-one catch-ups to discuss performance and any concerns.

Monitoring performance. The call centre tracks several performance measures: average handling time, first-call resolution rate, customer satisfaction scores, and adherence to schedule. I review these figures for my team daily and discuss individual performance in the monthly one-to-ones. When an advisor is struggling — for example, if their customer satisfaction scores drop below 80% for two consecutive weeks — I work with them to identify the cause and agree an improvement plan.

Reporting upward. I produce a weekly team performance summary for the operations manager, highlighting any trends, issues, or achievements. I also flag any staffing, equipment, or process issues that are beyond my authority to resolve.

Section 2 — Describe the Limits of the Team Leader Role and Give Examples of When It Would Be Necessary to Refer to Someone with More Authority

My authority has clear boundaries. Understanding where those boundaries are is important because acting outside them can create problems, while failing to act within them means the team does not get the leadership it needs.

What I can do: Authorise shift swaps between advisors (provided both agree and coverage is maintained). Approve short breaks beyond the scheduled ones when an advisor is dealing with a particularly stressful call. Give verbal praise and recognition. Conduct return-to-work conversations. Address minor performance issues through coaching in one-to-ones. Escalate a live customer complaint to my own level if the advisor cannot resolve it.

What I cannot do: Authorise overtime or additional hours (this requires operations manager approval because it affects the budget). Make decisions about disciplinary action beyond a quiet word — formal warnings must come from the operations manager. Approve annual leave (I can recommend, but the operations manager signs off). Change the call routing system or any technical settings. Agree to any customer refund above £50 (anything above this needs senior team authorisation).

Example of when referral was necessary: In March 2025, an advisor received a complaint from a customer who claimed they had been given incorrect information that cost them money. The customer demanded a £200 refund and threatened to contact the press. I calmed the customer by acknowledging their frustration and promising a callback within 24 hours, but I could not authorise the refund amount or make commitments about compensation. I referred the case to the operations manager with a summary of the call, the advisor’s account of what happened, and my recommendation. The operations manager authorised the refund and handled the follow-up. This was the right course of action — making a £200 commitment without authority would have set a precedent and potentially caused problems with the finance team.