Leadership is the difference between life and death for teams. At its worst it damages relationships and lives, but at its best it is nothing short of life-making, inspiring up-and-comers to lead themselves. I was inspired through experiencing the latter.
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I learned the following whilst with the CRA organisation in the early 1990s. Whenever we talk about teamwork we must face the juxtaposing roles of leadership and membership. They are distinct roles and there are competencies and traps for both.
I learned the following whilst with the CRA organisation in the early 1990s. Whenever we talk about teamwork we must face the juxtaposing roles of leadership and membership. They are distinct roles and there are competencies and traps for both.
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Here are some traps to be aware of if you’re a leader:
Here are some traps to be aware of if you’re a leader:
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1. Failing to see the problem from the member’s viewpoint:
1. Failing to see the problem from the member’s viewpoint:
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This happens so often. We say we listen but do we really? Do we really understand? This is the challenge for the leader; the challenge to truly understand our people. We need to see the world from their standpoint. I had a manager once who would often spruik about how well he listened to his people, but his body language suggested the contrary. It was plain to see that once he’d finished speaking he would take a big breath and tilt his head back slightly as if he were preparing to contain within himself his mounting frustration as the other person would start speaking. This type of ‘leader’ likes to be heard. If we’re a leader like this, this is one of the hardest lessons for us. Simply learn to listen.
This happens so often. We say we listen but do we really? Do we really understand? This is the challenge for the leader; the challenge to truly understand our people. We need to see the world from their standpoint. I had a manager once who would often spruik about how well he listened to his people, but his body language suggested the contrary. It was plain to see that once he’d finished speaking he would take a big breath and tilt his head back slightly as if he were preparing to contain within himself his mounting frustration as the other person would start speaking. This type of ‘leader’ likes to be heard. If we’re a leader like this, this is one of the hardest lessons for us. Simply learn to listen.
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2. Getting over involved in the action:
2. Getting over involved in the action:
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Some leaders can’t help themselves. They just have to stamp their ‘mark of leadership’ on the activity at hand. This is a quick-fire way to turn our team or subordinate off. The best way to lead is to seek clarification on progress and assist along the way. It’s steering the ship; not firing the engines, adjusting sails, and cooking all the meals! If the team know how to do the job we must learn to step back and allow them to show their skills. They will want to please a good leader by doing their job well, without interference.
Some leaders can’t help themselves. They just have to stamp their ‘mark of leadership’ on the activity at hand. This is a quick-fire way to turn our team or subordinate off. The best way to lead is to seek clarification on progress and assist along the way. It’s steering the ship; not firing the engines, adjusting sails, and cooking all the meals! If the team know how to do the job we must learn to step back and allow them to show their skills. They will want to please a good leader by doing their job well, without interference.
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3. Feeling you have to have the answer:
3. Feeling you have to have the answer:
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The best leaders extract answers from others. They motivate and inspire others to find solutions. They ‘sow’ ideas in a way that allows the solutions to come originally from the member. This is humility. It’s not needing to be acknowledged personally. Isn’t it better that someone we lead get there and feel great about their achievement? -- they won’t forget their leader.
The best leaders extract answers from others. They motivate and inspire others to find solutions. They ‘sow’ ideas in a way that allows the solutions to come originally from the member. This is humility. It’s not needing to be acknowledged personally. Isn’t it better that someone we lead get there and feel great about their achievement? -- they won’t forget their leader.
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4. Being the technical expert:
4. Being the technical expert:
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Leaders are NOT technical experts. Roles wise, ‘expert’ and ‘leader’ within the teamwork context could not be further apart. The key for the leader is how they use the expert at their disposal. If we’re the leader and we’re also the technical expert what need have we of a team? I mean this in the truest sense of the word, ‘team.’ Our team members will think they are surplus to requirements. Instead, we must use their collective knowledge and skill, as well as the subject experts, to complete the task at hand -- with our oversight.
Leaders are NOT technical experts. Roles wise, ‘expert’ and ‘leader’ within the teamwork context could not be further apart. The key for the leader is how they use the expert at their disposal. If we’re the leader and we’re also the technical expert what need have we of a team? I mean this in the truest sense of the word, ‘team.’ Our team members will think they are surplus to requirements. Instead, we must use their collective knowledge and skill, as well as the subject experts, to complete the task at hand -- with our oversight.
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5. Ignoring social and programming issues:
5. Ignoring social and programming issues:
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Leaders must be sensitive. They have to have a helicopter view for not only the job at hand, but also for what is happening within the minds and hearts of their individual team members, and the dynamics of the team as a whole. There is no quicker way to sink our leadership than to disregard things that are important to our people. Whether it is a family issue, a personal problem, or a team-related dysfunction, we need to be aware of it.
Leaders must be sensitive. They have to have a helicopter view for not only the job at hand, but also for what is happening within the minds and hearts of their individual team members, and the dynamics of the team as a whole. There is no quicker way to sink our leadership than to disregard things that are important to our people. Whether it is a family issue, a personal problem, or a team-related dysfunction, we need to be aware of it.
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6. Fixing on only one issue:
6. Fixing on only one issue:
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The leader must have vision and this doesn’t come without a relatively broad perspective. This means being aware of and being attentive to all the issues. At times we will need to focus on one issue, for instance in a crisis, but ordinarily we need to widen our view. Crises come and go and we need to be able to adjust from one form of situational leadership to another. Don’t fix on one issue; let’s keep our perspective.
The leader must have vision and this doesn’t come without a relatively broad perspective. This means being aware of and being attentive to all the issues. At times we will need to focus on one issue, for instance in a crisis, but ordinarily we need to widen our view. Crises come and go and we need to be able to adjust from one form of situational leadership to another. Don’t fix on one issue; let’s keep our perspective.
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7. Appearing to be reluctant to lead:
7. Appearing to be reluctant to lead:
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We must be bold in our leadership as this gives others beneath us some confidence in the collective direction being traversed. Weigh this with the support, guidance, and encouragement the leader gives following the above advice. Being bold enough to lead and take courageous action where necessary underscores a leader’s humility.
We must be bold in our leadership as this gives others beneath us some confidence in the collective direction being traversed. Weigh this with the support, guidance, and encouragement the leader gives following the above advice. Being bold enough to lead and take courageous action where necessary underscores a leader’s humility.
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Copyright © 2008, Steven John Wickham. All Rights Reserved Worldwide.
Copyright © 2008, Steven John Wickham. All Rights Reserved Worldwide.
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