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Human beings generally thrive on personal achievements. True leaders, on the other hand, thrive on the achievements of their team members. Highly effective leaders guide, assist, and coach team members rather than do the work themselves. Successful leaders learn to trust others and spend time developing people. They often do not possess these abilities when they first assume a leadership position. These abilities develop over time. New leaders can create a rift with employees because the leader may become too “hands on,” thus frustrating employees with too many controls and over supervision. The transition to leadership may also create some personal tension because the leader’s self-worth now depends on the efforts of others. In short, a successful transition to leadership means leader’s have to shift their orientation and source of self-esteem, develop confidence in others and derive satisfaction from their achievements. The Substance: “How to make the transition.” Successful leaders re-define their need for power and control. Team members normally value a certain amount of freedom and autonomy. People want to influence the events around them and not be controlled by an over-bearing leader. When you are the individual contributor, close to the work itself, you are the master in control of your circumstances; your personal performance has a big effect on your satisfaction and motivation. The situation is different when you become a leader. Your personal contribution is less direct; you often operate behind the scenes. Coaches work best from the sidelines and during practice and intermission, not when the lights are on and the game is under way. Leaders create frustration for everyone when they try to be involved in every project and expect team members to check-in before beginning every task. World-class leaders delegate. They learn to trust. This means giving up some control. Leaders learn to live with the risks and knowledge that someone else may do things a little differently. Every person is unique, and they will individualize certain aspects of their work. When leaders don’t empower and delegate, they can become ineffective and overwhelmed. In turn, team members feel underutilized and therefore less motivated. Finally, leaders learn to transition in other critical ways. They learn how to live with occasional feelings of separation and people don’t always accept their decisions when faced with gut wrenching situations. Leaders have a view of the big picture in mind. But the challenge for leaders lies in balancing the needs of many stakeholders: owners, employees, customers, and community. Because of this challenge, team members can feel alienated when unpopular decisions must be made. Leadership can be hard. It is impossible to please everyone all of the time. While the need for belonging and connecting with the group is important, leaders know the mission and vision takes precedence. Sometimes a leader should make waves, champion change, and challenge people’s comfort zone. Leaders may not always relish conflict, but they are not afraid of it either. Leaders are guided by standards, principles, and core values. Leaders focus on what is right, not who is right. Leaders know they can’t make people happy. People have to take ownership and control of their own happiness. Leaders do not focus on personalities factors. At times, the individual self-interests of a team member may be in opposition with the interests of the group. Leaders concentrate on shared interests and the team goal. Consequently, the driving force behind a team is a leader who treats team members with respect, while keeping the vision in mind. People are different and you have to treat people differently yet fairly. Conclusion: Gaining a positive outlook. The process of transitioning into a leadership position can be smoother if leaders can monitor and manage their outlook and perspective. Leadership training, education, tools, and systems are very important. However, without the right outlook, new and even veteran leaders will experience serious difficulties and unrest. Reflect and examine your own leadership attitude and perspective. Develop an intentional plan to work on areas that need improvement. Build your skills, and get a coach or mentor to help you. Be proactive, set goals, and track progress. Notice your behavior patterns. Don’t take over a task when someone is just looking for your input. Be patient. Leadership training is a life-long development process. Don’t be afraid to share your goals and vision with your team members. Positive change can occur with commitment and persistence.
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More Articles:1. Crisis Management Essentials - How to Communicate Effectively During a Crisis, Emergency or Disaster By Tom Murrell A crisis, emergency or disaster can happen at anytime and anywhere.Just ask the residents of Darwin in Australia's Northern Territory.Imagine a late afternoon on Christmas Eve thirty years ago, and looking outside to see your street cloaked by heavy low cloud and your windows being rattled by ever stronger rain squalls and wind gusts.Two-hours after an eerie tropical sunset another check shows the winds are picking up sheets of corrugated iron and hurling them around like autumn leaves in a li… 2. Managing a CAD Outsourcing Project We must first emphasize that here we are talking about outsourcing CAD projects, which is significantly easier than outsourcing software development or IT services (earlier articles of mine have explained why).This article also assumes that selection of the CAD providers has been completed with due diligence (the methods are described in an earlier article).As I mentioned in those prior articles, one of the most important ingredients for successful outsourcing is management of the ongoing projec… 3. Leadership Development - Leadership Styles and Training What makes a good leader? Leadership development Ever since we started Impact Factory, lo these many years ago, we have struggled with the whole notion of leadership development or leadership training. Indeed, we have resisted writing about it in much detail because the subject is so subjective. Are leaders born or made? Can you use management leadership training to give leadership skills to someone who isn't leadership material? How is it done? Given that we're being asked to create a lot more … 4. Managing After Downsizing By Rick Maurer So, you survived the downsizing. Your company did something that will probably show minimal, if any, return -- and will make your job as a manager a living hell. Your life has changed dramatically. People on your staff are frightened, fearful that they may be next to go. They will lie low hoping that they can be spared the next swing of the ax. (You may be feeling the same thing as well.) Teamwork will decrease as people begin to view the person next to them as a threat to that increasingly sc… |
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