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Eleven Factors That Affect the Team Environment

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Systematic observation and thorough analysis of the team process as it relates to individual members is essential for understanding how teams must shape their dynamics in order to improve overall performance. The team observation and analysis process focuses managers on the various ways individual members interact with one another within the team environment.

Teams respond to issues differently. Responses can result in disruptive conduct such as personal dominance, obstinacy, controlling, outright fighting and a host of other negative behaviors.

Task and maintenance roles allow individual teams to deal with issues and influences in a more structured and productive manner. However, managers must observe how their individual teams interact before and after structures are put into place in order to determine the increase in their performance output and productivity.

The team observation and analyzing process includes the following factors and components:

Membership

Leaders need to understand that individuals who comprise the makeup of an individual team have differences in personalities and backgrounds and that these—along with gender and age differences—all affect the group dynamics within the team structure. Differences in functional backgrounds and commitment to collective goals also contribute to a level of cohesion or overall conflict within the team environment.

Organizational Context

Successful teams need organizational direction, information and resources. Problems can occur when organizational missions are unclear, tasks poorly defined, and teams not given sufficient autonomy. Problems also result when rewards are given to individual members and not collectively to recognize overall team results.

Influencers, Communication and Participation

It is important for leaders to identify the influencers and established subgroups and coalitions within individual team environments. There is a natural tendency for individuals within the team to form alliances to the exclusion of other members, and most team environments will experience their influence and control. Influencers and alliances impact team communication patterns as certain individual input is sought and heard over and above other sources of dialogue, ideas, comments and suggestions.

As within any healthy team environment there is a balance of all opinions and feedback, leaders must be aware of who has the most impact on the team’s actions and decisions and take action to ensure those who have been ignored are heard.

Climate and Personal Behaviors

Leaders must observe individual team members for signs of anger, irritation, frustration, boredom, defensiveness and withdrawal. As within a healthy team environment, individual team members should be free to probe others with regard to their thoughts and feelings – such emotions are indicative of problems that must be addressed.

When reviewing the climate, it is essential for leaders to also determine whether conflict is suppressed or encouraged: solutions cannot be reached unless there is healthy debate and open conflict that allows individual teams to reach their optimal performance levels.

Minority Opinions

In most team environments there will be individual members who hold opinions and viewpoints that run counter to those of the majority. In a healthy team environment, these opinions are valued and sought out rather than suppressed and discouraged.

Leadership

Leaders should monitor the power structure within their teams to determine whether leadership responsibilities are assumed by one person or shared by the entire membership. They should be watchful for power struggles and conflicts resulting from a lack of leadership within the team environment.

Task and Maintenance Functions

Healthy teams have task flow and maintenance roles that are fulfilled by all members. Leaders should determine whether specific roles and responsibilities are being fulfilled competently and accurately, and whether the individuals assigned to these roles and tasks take their responsibilities seriously.

Decision Making

Leaders should be well acquainted with the decision making processes used within their individual teams. Key decisions are generally made during the first meeting, which often then tend to shape and determine progress. These key initial decisions are often hard to reverse. Leaders should also guard against groupthink, where pressure is put on all team members to agree and conform to the actions of the entire team and little or no dissention is allowed.

Conflict

Leaders should encourage useful, healthy and appropriate conflict over substantive issues, while taking time to improve personal relations among individual team members when negative emotional eruptions become apparent. Conflict is healthy only when personalities and personal issues are removed from the issue.

Emotional Issues

All individual team members come to the team setting with personal needs and issues that get played out within the environment, including:

  • Personal identity within the team
  • Goals and needs
  • Power and control
  • Intimacy

Atmosphere

Leaders should monitor the atmosphere created by their individual teams. Within some teams, members may prefer a business-only approach, while in others a more social atmosphere might be prevalent. The atmosphere is also shaped by whether a single individual controls the team or leadership is shared collectively.

Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI, 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

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Five Reasons Why Team Communications Can Deteriorate

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groupconflict

Since leaders are dealing with individual personalities in the team environment, it is unrealistic to expect that communication will never break down. Even within the most effective and efficient team environment, issues and situations will arise that will cause an entire breakdown of team communication.

The breakdown of communication in the team environment often occurs when trust and respect are diminished or ignored by individual team members. Breakdowns also occur when chronic conflict has not been resolved within the team.

Another source of communication breakdown is when team members feel their personal interests are stronger than the needs and identity of the team. These individuals are motivated by their personal desires and will do anything to achieve them, including disrupting the team environment.

It is important for leaders to recognize that communication breakdowns will occur within the team environment. In the early stages of team growth, communication problems and breakdowns are more frequent, as individuals struggle to obtain position and retain power in a new and changing environment. However, in more mature and structured teams, leaders will find that the team itself will deal with the communication problem according to its defined boundaries, rules and standards.

Leaders should be aware that a breakdown in communication can have long-term ramifications on the structure and effectiveness of the team. Therefore, it is important for them to recognize potential problems and the symptoms in order to anticipate issues, such as those discussed below, before they occur.

Loss of Trust and Respect

If leaders allow problems to fester and lead to a breakdown of team communication, they will experience a corresponding breakdown of trust and respect among team members that can be difficult, if not impossible, to restore. These circumstances can be fatal to the team and might require the formation of a new team in order to overcome them. Broken trust requires prolonged periods of time to be reestablished. Leaders need to be aware of this and take appropriate action to reduce the occurrence of chronic problems that can result in the loss of trust and respect among team members.

Hindered Free-Flow of Ideas

Once communication has broken down among team members, leaders will observe that discussions become more emotional and subjective rather than objective and factual. When discussions are based on emotion rather than fact, brainstorming will diminish to the point that there is no free-flow of ideas among team members. This effectively halts the team process until the issues causing the breakdowns are dealt with.

Intimidation

Leaders who experience a breakdown of communication observe that certain members will attempt to take control of the team process, subjugating the team to their personal agendas and perspectives. Once done, these individuals will use emotional responses to intimidate other team members into accepting their points of view. This is where the bonds of trust and respect among team members can be broken. The communication breakdown destroys the team structure and subjects it to the will of one or more members.

Bias

Once the breakdown of communication has led to the destruction of the team order by one or more team members, a specific bias is created that supports the personal agendas of these individuals. When members allow the team process to be subverted by particular individuals, they undermine the entire team effort.

Faulty Decision Making

The breakdown of communication in the team environment inevitably leads to faulty decision making. Specific biases that hinder the free-flow of ideas prevent teams from considering all options and alternatives when making decisions. Consequently, decisions are impacted by the biases of the specific individuals controlling the team. In these circumstances, decision making and outcomes will be flawed.

Individuals who have hijacked the team process will use the team environment as a cover to mask their activities when decisions produce faulty results. As they do not want to be held accountable for their behaviors and actions, they will place blame for the decision on the team environment.

Excerpt: Boosting Team Communication: Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:
 
How Personal Agendas Can Destroy a TeamThe Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Seven Negative Roles and Behaviors Which Undermine Team Performance

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conflict

Along with the existence of positive and constructive team roles, negative and destructive agendas can emerge that undermine the ability of individual teams to function and perform adequately.

Negative and destructive roles emerge for a variety of reasons, including personal agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and management.

One of a leader’s major roles is to observe individual team members and watch for destructive and negative behaviors. When problems surface, they need to encourage the team to collectively recognize and handle them within the team environment. If this fails, it is up to leaders to take specific action with the offending individual(s).

Leaders need to be watchful for the following negative roles and behaviors within their individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.

Devil’s Advocate

While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.

Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

“Hire Character and Train Skills”

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Michael Dell--Justin-Sullivan - Getty-Photos

Michael Dell–Justin-Sullivan – Getty-Photos

Kemmons Wilson (Holiday Inn) asserted, “I learned a long time ago that you don’t have to be smart to run a business, but you do have to be smart enough to surround yourself with good people– people with vision, imagination, and determination. In the long run, my success has depended upon service to the consumer and the motivation and enthusiasm of the people in the business itself, from the doorman to the manager.”

The great leaders intuitively knew that one of the biggest challenges to be faced came from selecting and motivating the right employees. Michael Dell (Dell Computer) verified this, when he admitted, “One of the biggest challenges we face today is finding managers who can sense and respond to rapid shifts, people who can process new information very quickly and make decisions in real time. It’s a problem for the computer industry as a whole – and not just for Dell – that the industry’s growth has outpaced its ability to create managers. We tell prospective hires, ‘If you want an environment that is never going to change, don’t come here. This is not the place for you.’”

How great leaders approached identifying and hiring the right employees was as varied as their individual personalities. Ross Perot (EDS) noted, “Over my years in business, I have had a saying when it comes to hiring: Hire character and train skills. Everything worth doing is done on a foundation of integrity and honor.”

Timothy Koogle (Yahoo) shared his insights by explaining, “What we found is that hiring really smart people who have a breadth of knowledge or breadth of interest has been way more beneficial than hiring people with a whole lot of more mainstream media experience, and that means hiring really smart people straight out of school who are broader in their knowledge base and their interest level. And they’re more out of the box than anything else.”

“Microsoft has long hired based on I.Q. and ‘intellectual bandwidth.’ [Bill] Gates is the undisputed ideal: talking to most people is like sipping from a fountain, goes the saying at the company, but with Gates it’s like drinking from a fire hose. Gates, Ballmer and Myhrvold believe it’s better to get a brilliant but untrained young brain—they’re called ‘Bill clones’—than someone with too much experience. The interview process tests not what the applicants know but how well they can process tricky questions: If you wanted to figure out how many times on average you would have to flip the pages of the Manhattan phone book to find a specific name, how would you approach the problem?”

Colin Powell (U.S. Army) emphasized the importance of hiring and retaining the right people, when he noted, “Your best people are those who support your agenda and who deliver the goods. Those people expect more and deserve more, whether those rewards take the form of additional compensation, accolades, career advancement, assignments to plum projects, or personal development opportunities. If they don’t get what they expect and deserve, they become deflated, demotivated, and cynical. Because they’re marketable, they’re the first ones to update their resumes when they’re unhappy. And for organizations competing in today’s knowledge economy, that can be a recipe for disaster.”

  1. Wilson Kemmons, How to Make Your Guests Happy (Business Perspectives, Volume: 12, Issue: 4)
  2. Magretta Joan, The Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell (Harvard Business School Publishing, March-April 1998 v76 n2 p72 (13) )
  3. Remarks by H. Ross Perot upon receiving the Sylvanus Thayer Award West Point – 15 October 2009 (West Point Association of Graduates; http://www.westpointaog.org)
  4. Silicon Valley In-Depth Interviews: Tim Koogle (Business Week, August 7, 1997)
  5. Isaacson Walter, In Search of the Real Bill Gates (Time Magazine, January 13, 1997)
  6. Harari Oren, Leadership Secrets of Colin Powell (McGraw Hill, New York, 2002) p. 25

Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. (Majorium Business Press, Stevens Point, WI 2011)

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Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Four Primary Leadership Roles and Responsibilities

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AA018421

A leader’s specific roles are determined through the four basic leadership responsibilities of directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories. In leadership practice, one must master skills in all areas in order to effectively lead others under their direction.

Effective leadership is not happenstance; it follows specific rules revolving around these four basic areas of responsibility. Leadership skills can be learned and developed, even if an individual does not have a natural tendency toward leadership. More importantly, once learned and applied, these rules make a leader more effective and productive as he or she learns to work, direct and guide others toward the mutual accomplishment of goals and objectives.

Developing strengths in each of the four leadership roles allows a leader to read specific situations accurately and know what communication style is best applied.

Directing

Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what makes or breaks problem solving as well as determines the effectiveness of an approach to an assignment or task, the maintaining of momentum until its completion, and whether it is done by deadline. There are several ways to generate good direction techniques. These include:

Explain things completely and include the ‘why’s’

Leaders learn early on that the best way to gain support and trust from their employees is to explain all things in their entirety. Once people understand why something is important or necessary, they generally rally to the call of that which needs to be done or addressed.

Remain visible

Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation and desire to achieve more than to be left on their own with no visible means of support or direction.

Objectively consider opposing points of view

Leaders consider situations, problems and solutions from various viewpoints, as the input from as many individuals as possible expands their capabilities to effectively frame their direction.

Coaching

Coaching refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network. Coaching instills the desire to achieve and builds a dialogue bridge between the leader and those under his or her charge. This motivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort to:

Incorporate the word ‘we’ into all conversations

Effective leaders eliminate the word “I” because it denotes a singular rather than cooperative effort. The very meaning of the term “coaching” implies a team effort.

Listen for objections and areas of misunderstanding

Effective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating clear and concise responses.

Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand

Good coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation.

Supporting

Managers cannot be effective leaders unless they actively hone their supporting skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge they:

Acknowledge individual efforts with comments of praise and positive support

Leaders are not afraid to say “thank you,” or “you’re doing a great job,” or whatever it takes to instill confidence in an individual.

Disclose their own feelings openly and honestly

Leaders are not afraid to reveal their “inner self.” Trust and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides.

Never hesitate to ask, ‘What’s wrong?’

Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision making responsibility, but know when to relinquish control in order to gain extra participation and involvement.

Delegating

Leaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the ability to select the proper person for the specific task or role. Leaders develop good delegation skills by:

Briefing the delegate

Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual.

Having confidence in the person they select

Leaders do not select individuals for an assignment according to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well.

Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves

Leaders monitor and weigh these individual decisions, but never advance their own leadership position for a particular course of action unless they assess it to be the best one.

Excerpt: Leadership Roles & Responsibilities: Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)

Related:

You Are Judged by the Actions You Take

Emotional Bonds are a Reflection of a Leader’s Effectiveness

Six Ways to Enhance Your Personal Credibility

 Can You Be Trusted? The Answer May Surprise You

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

A Leader’s Four Key Responsibilities

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smallgroup11

A leader’s specific roles are determined through the four basic leadership responsibilities of directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories. In leadership practice, one must master skills in all areas in order to effectively lead others under their direction.

Effective leadership is not happenstance; it follows specific rules revolving around these four basic areas of responsibility.

Leadership skills can be learned and developed, even if an individual does not have a natural tendency toward leadership. More importantly, once learned and applied, these rules make a leader more effective and productive as he or she learns to work, direct and guide others toward the mutual accomplishment of goals and objectives.

Developing strengths in each of the four leadership roles allows a leader to read specific situations accurately and know what communication style is best applied.

Directing

Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what makes or breaks problem solving as well as determines the effectiveness of an approach to an assignment or task, the maintaining of momentum until its completion, and whether it is done by deadline. There are several ways to generate good direction techniques. These include:

Explain things completely and include the ‘why’s.

Leaders learn early on that the best way to gain support and trust from their employees is to explain all things in their entirety. Once people understand why something is important or necessary, they generally rally to the call of that which needs to be done or addressed.

Remain visible.

Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation and desire to achieve more than to be left on their own with no visible means of support or direction.

Objectively consider opposing points of view.

Leaders consider situations, problems and solutions from various viewpoints, as the input from as many individuals as possible expands their capabilities to effectively frame their direction.

Coaching

Coaching refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network. Coaching instills the desire to achieve and builds a dialogue bridge between the leader and those under his or her charge. This motivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort to:

Incorporate the word ‘we’ into all conversations.

Effective leaders eliminate the word “I” because it denotes a singular rather than cooperative effort. The very meaning of the term “coaching” implies a team effort.

Listen for objections and areas of misunderstanding.

Effective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating clear and concise responses.

Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand.

Good coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation.

Supporting

Managers cannot be effective leaders unless they actively hone their supporting skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge they:

Acknowledge individual efforts with comments of praise and positive support.

Leaders are not afraid to say “thank you,” or “you’re doing a great job,” or whatever it takes to instill confidence in an individual.

Disclose their own feelings openly and honestly.

Leaders are not afraid to reveal their “inner self.” Trust and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides.

Never hesitate to ask, ‘What’s wrong?’

Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision making responsibility, but know when to relinquish control in order to gain extra participation and involvement.

Delegating

Leaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the ability to select the proper person for the specific task or role. Leaders develop good delegation skills by:

Briefing the delegate.

Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual.

Having confidence in the person they select.

Leaders do not select individuals for an assignment according to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well.

Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves.

Leaders monitor and weigh these individual decisions, but never advance their own leadership position for a particular course of action unless they assess it to be the best one.

Excerpt: Leadership Roles & Responsibilities: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Leading By Example

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mantalking

A developmental milestone is reached when the leader is able to build trust and motivation with their employees to the degree that they are willing to openly follow their direction regardless of circumstances. This is not achieved until a leader is able to demonstrate—through personal example—that they have earned their employee’s respect and admiration.

The practice of interactive leadership provides leaders with a distinct set of advantages that cannot be realized without their active presence. This enables them to establish trust, credibility and respect. These are all elements that buttress a leader’s ability to personally lead their organization and motivate his or her employees to follow.

It is one thing to lead an organization and quite another to motivate individuals to follow. The practice of interactive leadership demonstrates the character, ability and integrity of a leader and motivates individual employees to follow.

The practice of interactive leadership spotlights the individual leader and gives them the platform to shine by motivating their employees and effectively moving the organization forward. Interactive leadership is also the practice of leadership by example, and places all a leader says or does under the close scrutiny of their employees. Effective leaders use this to their advantage by practicing the following techniques:

Sell the Vision

In the storms of change and transformation, the leader’s compass is his or her personal vision of the organization, its goals and potential accomplishments. Interactive leadership provides leaders with ample opportunities to “proselytize,” or sell their vision to their employees every time the opportunity arises. This often means leaders are constantly talking about their vision and the positive changes that will take place when it is achieved.

The importance of a leader selling his or her vision cannot be overemphasized. As a leader, the goal is to motivate and lead employees. An essential part of motivation is selling employees on the vision and getting them to individually accept and “buy into” that vision as their own. Since organizational transformation in the face of change is normally a lengthy process, leaders must take every opportunity to remind their employees of the direction in which they are headed, and motivate them to continually work toward the accomplishment of their shared vision.

Walk the Talk

Interactive leadership places leaders under the microscope of employees who are continually assessing integrity and credibility. The practice of interactive management allows leaders to demonstrate their true character and build trust and loyalty with their employees. This is accomplished by a consistency in words and actions—the measure employees use to gauge a leader.

Consequently it is crucial for leaders to make certain they follow through on what they promise. If this is not possible, they have a good reason and take the time to explain why their promise cannot be kept.

Trust, credibility and loyalty are established when employees, associates and superiors know they can take what a leader says “to the bank,” and that what he or she promises will be done. This trust is strengthened and a strong bond created when a leader clearly demonstrates by actions that he or she places their employee’s interests above their own personal agenda.

Empower and Delegate

The practice of interactive leadership strengthens trust between leaders and employees when leaders actively empower employees and delegate tasks and assignments as needed. Empowering employees, groups and teams “on the fly” and delegating assignments when feasible allows leaders to swiftly respond to the rapid pace of change—as well as resolve problems and frustrations as or even before they occur.

Create Urgency

The rapid pace of change creates its own sense of urgency, but as transformation often takes time, leaders must motivate employees by further instilling this sense in them. This is best accomplished when leaders introduce new ideas and concepts, test them quickly, learn from the failures and move on to the next idea. It is through this process of continual adaptation and refinement of ideas and concepts that a sense of urgency is developed that keeps the organization moving forward toward transformation. In the absence of this sense of urgency it is easy for employees to fall into complacency.

Openly Communicating

Interactive leadership is built upon open communication and the ability of leaders to actively listen and respond to feedback and ideas offered by subordinates. This allows leaders to use all of their physical senses to observe and learn firsthand what is happening within their organization and to minimize the distortion of information.

Removing Obstacles

When leaders are ever-present and openly and actively interacting with their employees, they are able to identify and remove frustrations and barriers impeding forward movement.

Leaders openly empower their employees to overcome barriers and delegate the creation and implementation of the solution to them. Often these barriers come in the form of minor problems and issues that can be handled by frontline employees without the direct intervention of the leader. This enables the organization to be more responsive and productive.

Celebrate the Little Successes

The open presence of the leader among his or her employees allows them to plan for short-term wins and successes. These are important since the lengthy term of transformation can cause employees to lose sight of their goals and motivation. The celebration of short-term and minor successes maintains employee focus and keeps them motivated to continue to work toward the long-term success of the organization.

Excerpt: Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
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Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

 

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