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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. The Inferno of the Finance Director By Sam Vaknin, Ph.D. Sometimes, I harbour a suspicion that Dante was a Financial Director. His famous work, "The Inferno", is such an accurate description of the job that it cannot be otherwise. He is fervently hated by the workers. He is thoroughly despised by the other managers ("mean bastard" is his common nickname among them, mostly for scrutinizing their expense accounts). He is dreaded by the owners of the firm because the powers that he has often outweigh theirs. Shareholders hold him responsible in annual … 2. Pitching to Employees By Robert Abbott The senior flight attendant on the WestJet flight was starting the routine safety talk: the bit about flotation vests and emergency exits that we ignore at the beginning of every flight.“If we could have your attention, please, we would appreciate it - in fact we’d be downright shocked,” she said. The passengers and the rest of the crew laughed along with her and then, having captured our attention, she went on with her instructions.That event, on my second flight with the airline, may have be… 3. Overcoming Resistance By Judith Richardson Virtually any type of organizational change involves role transitions of some type. In light of role transitions, it is almost natural for employees to resist major changes in the workplace environment. Some contend that resistance to change is “natural”; they contend that this resistance is instinctive; that humans have a desire for perpetual stability.Many processes recognize that resistance. Individual interviews provide an environment where individual stories can be heard in a safe env… 4. Do the People in Your Organisation Dress For Success? By Lorraine Pirihi What really amazes me, with all the personal and professional development seminars people attend, from executives in corporate world, business owners and employees alike, very little investment has been made into the way they look ... personal image.Perception is RealityI'm no image consultant, however I have been to a couple of different ones to try and improve my appearance. Not from a vanity perspective, but to look as good as possible.Wouldn't you prefer to do business with someone who loo… |
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