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 you hear on the grapevine. Team-builders
never suppress dissent. They go one-on-one with whoever 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.
Joe Love draws on his 25 years of experience
helping both individuals and companies build their businesses, increase
profits, and achieve total success. He is the founder and CEO of JLM &
Associates, a consulting and training organization, specializing in personal
and business development. Through his seminars and lectures, Joe Love addresses
thousands of men and women each year, including the executives and staffs of
many of
Reach Joe at: joe@jlmandassociates.com
Read more articles and newsletters at: http://www.jlmandassociates.com