The Mindset Of A Successful Team Leader

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 your hear on the grapevine. Team-builders never suppress dissent. They go one-on-one with whomever 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.