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The Mindset of a Successful Team
Leader
Everyone talks about leadership but most
people can’t define it except in the most general terms. How
many times have you heard the word charismatic coupled with the
word leadership, as if they were meant to go together? Let’s
cut through all of this and look at some facts.
Leadership is part of the political process
because it’s done using political tools. Management means
moving things around on the bottom line so it comes out right.
It’s possible to be a manager of disaffected people. They
can’t play off rank entirely, nor would they choose to,
because they’re excited about what they see, and they want
to share that vision. If your people don’t get it, leaders
blame themselves, not the people they’re trying to lead, a
sharp contrast to standard management thinking.
Leadership is in shorter supply than
management because it’s a great deal more work. It also
offers a greater payoff. Leaders literally revel in the
accomplishments of their people.
Here are some traits of true leaders, things
for you to watch for and emulate.
* Leaders believe that each person is
valuable, able, and responsible. Real leaders see leadership as a
process for empowering people to see themselves in positive ways,
as competent, productive, and important.
* Leaders recognize the potential in others
that mere managers miss because leaders are looking for it. They
come into leadership roles knowing that empowerment is part of
the political process.
* Leaders view themselves favorably as
valuable, contributing team members, not managers. They see a
field of political equals, not subordinates to be dealt with.
* Leaders know the Golden Rule of good
business. They treat people as they expect to be treated. Leaders
model the respect they expect in all personal and professional
interactions with others.
* Leaders realized that each person has
untapped skills that can be harnessed to achieve organizational
goals, and at a profit. A leader must have the courage to look
for hidden abilities, including those that other managers have
written off. Leaders do this by observing, monitoring, and most
important, listening.
* Leaders empower people across the board.
This means they don’t play favorites. They’re fair and
even-handed regardless of their personal feelings.
* Leaders expect to be role models, and they
deliberately model the behaviors they want others to adopt. What
do others see? Do they see you behaving in ways you want them to
copy?
* Leaders are realistic in awarding praise.
When giving praise be specific, timely, and accurate.
* Leaders work to develop trusting and
professional relationships with everyone. The better you know
people, the better you are at reading situations and predicting
reactions.
* Leaders are organized, competent, and
prepared, even when these are not their native characteristics.
* Leaders build cohesive teams. They do not
merely manage people.
Now, let’s examine the art of a political
team and harnessing the power of teamwork. What is this thing
called teamwork? Everyone talks about it, almost in lockstep with
leadership, but most people have no idea what it means.
Teamwork means how you think, not what you do.
The political mindset is, “What can I do that will make you
want to do it my way?” The team mindset is, "More than
75% of the time, 75% of the people will put the company’s
interests first.” Simple isn’t it? However, studies
show that only one in ten employees have a team mindset. But you
can, and it will distinguish you positively from your
competitors. If you’re seen as both a leader and a team
player, you’ll be in the strongest possible competitive
position.
What is teamwork? Teamwork means that more
than 75% of the time more than 75% of the employees put the
interests of the team first, even when doing so requires more
effort, time, or money, or all three.
For example, if someone, who had not been
asked, offered to assist a co-worker who was having trouble with
a job or a task, and the helper didn’t think of getting
credit or thanks, this would be a strong example of teamwork.
This would extend to customers, clients and fellow employees who
aren’t strictly speaking, your team members.
The strongest member of a team is the one who
shores up and willingly compensates for the deficiencies of
weaker members and doesn’t call attention to the fact he or
she is doing it. And has the mindset, “I don’t care who
dropped the ball. If I can stretch to reach it, I’ll pick it
up and get it back in play.”
Team members must talk in terms of
“we” not “I.” If you think this is too basic,
consider that belonging to the group is the workplace prize for
some people. Maybe you don’t share that view, but how does
that invalidate what others believe? Belonging is a basic, human
need. When employees complain of office cliques, they’re
really saying they feel excluded. Management cannot effectively
build teams when cliques have power.
Shine the spotlight on each member of the
team, regardless of the level of his or her ability. There are
always stars, but if only they get the spotlight, the others will
relax and sit on their hands. Can you get the job done with only
the stars? Certainly not! Smart team builders share all the
credit and absorb all the blame.
Canvass the team regularly for individual
opinions and respond instantly to complaints your hear on the
grapevine. Team-builders never suppress dissent. They go
one-on-one with whomever is dissatisfied and meet his or her
needs. Why? Because the leader’s attention to their needs is
what keeps workers loyal to the team. They know they’re not
just one person in a faceless and interchangeable crowd. They
belong.
Team leaders always give support and
unrequested assistance in ways which don’t cause others to
loose face. When you pick up the ball, be sure the colleague
you’re helping doesn’t feel diminished. Always make
sure you’re coaching and not correcting.
Team building isn’t a guru-driven,
mystical process. It’s a political process of brokering and
getting the buy-in from others. People don’t necessarily
want to be team players, nor do they instinctively recognize the
advantages. A good team builder is worth ten good managers when
he or she shows fellow employees why participation is in their
best interest by revealing the benefits and giving examples.
Team building is an art. It’s learned
from role models, trial-and-error and occasional failures. The
key element is mindset. The builder’s mindset is, “Is
this good for the team? Then I’ll do it. If it’s bad
for the team? Forget it!” Credit keeps flowing to team
players, instead of surrounding and isolating the team leader,
who shouldn’t, if he or she has the right mindset, want that
to happen or let it happen.
Copyright© 2005 by Joe Love and JLM &
Associates, Inc. All rights reserved worldwide.
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