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LEADING A TEAM -
Practical aspects of good leaders
During my adult life, I’ve had the opportunity to observe many leaders. Good or
bad, they demonstrated practical aspects of motivating and leading teams. In
this presentation I will review characteristics and qualities of leaders who were
influential in my career and discuss how we can use those observations to
become more effective.
Leading a team is no small task – but we can do it.
In the savannah – one gnu starts walking and the rest follow.
It’s a long an difficult migration ahead,
but one leader can inspire the rest of the herd.
Big river with crocodiles ahead – if we only see the danger the migration stops
Crossing one gnu at a time would make passage impossible
Crossing as a herd and many will survive
Focus on the end goal and the journey is worth it.
I have worked for over 20 people I would call “ my manager”
Some have been good leaders – some have not.
Some of the managers, improved their leadership style – some did not.
Regardless, I learned leadership lessons from all.
What to do – what to do better - or how not to do it…
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Not all managers are good leaders - Not all leaders are good managers
Managers: Designated by the organization
Manage organizational resources
Are responsible for organizational success
Better Mangers: Clearly communicate functions and goals of the organization
Encourage employees to become valuable contributors
Provide timely and detailed performance improvement feedback
Support learning and training opportunities as well as adequate time to learn
Leaders: Are recognized by their peers
Inspire individual, team and organizational success
Demonstrate the value of positive dialog with team members, management and
customers
Initiate training, professional development and performance improvement
Proactively seek to improve their own value to the team
Are valuable team members – because they aspire to be better leaders
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Build the team – recognize that it takes more than one person, and that organizing, supporting and encouraging the team is critical to long term survival
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Respect has to be earned – it can NOT be mandated by an organization chart
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Learn to look at the big picture and help the team to understand the importance
of our contribution.
If there is a problem, fix it and move on.
Don’t lose focus on the overall goal. Minor variations are not major disasters as
long as we are making progress towards the goal.
An organizational report card is not just a management tool, it is feedback for
the whole team. A giant scoreboard in the stadium motivates the whole team
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Confidence is contagious.
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The team will reflect my attitude and emulate my conduct
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Even if I have to make a contradictory decision – I can genuinely consider the
recommendations of my team.
By communicating all the time, in casual conversation, memo, mail, phone,
expression, formal meetings, etc. every instance reinforces the task
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Leaders seek to improve all team members including themselves
Leaders share improvement opportunities
Advocating training – but never allowing time or supporting the effort – is
obvious to the team and destroys confidence.
If there is always an urgent need to cancel raining – then there is lack of
leadership planning.
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Listen to staff, weigh alternatives and then decide.
If feedback indicates a weakness, then compensate, delegate, assign responsibility, change behavior, get advice from experts.
A leader leads but isn’t always the best one for a particular job.
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As a leader, I am responsible for my actions and leadership of my team.
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People want the little stuff taken care of before the fluff
Maslow – physiological needs become self actualization
Frederick Herzberg - Not the reward but the recognition!
https://keydifferences.com/difference-between-maslow-and-herzberg-theories-
of-motivation.html
To motivate people you need to help them understand their value.
A small raise is nice, but doesn’t offset a lack of trust or respect.
Don’t overpraise – it’s obviously disingenuous
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Don't hold back expectations, concerns, potential problems or expected benefits.
A valuable member of the team deserves to know what's going on.
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Don’t BS the team. People understand what is going on and news travels far
faster among employees that it does in management bulletins.
Trying to ignore or sidestep an obvious problem only invites mistrust.
The doesn’t mean I have to spill corporate secrets or share private information –
but if it’s a secret or private, say so and explain why it can’t be shared.
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Inspired a nation to believe that we could achieve our dreams
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Even people who disagreed with Regan liked and respected him as a leader
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With my character and confidence I can inspire millions to achieve more
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Nationally recognized for his management and leadership
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We can become great as a team
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Sun Tzu – Art of War
Draw your enemy to the battlefield
Taking the lead instead of waiting for something to happen
Do we know who our enemy is?
Routine programs; obsolete formats arcane administrative burdens
Burning out staff to perform processes that have no direct benefit
BOARD meetings - which end up being BORED meetings.
Not focusing on the ROI
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A simple decision and the team member has all the action and authority to
proceed using expertise and training.
It’s my job, I know how to do it and I have a leader who has enough confidence
in me to let me do my job without micromanaging.
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How can I keep in touch without being a nag?
By communicating all the time, in casual conversation, memo, mail, phone,
expression, formal meetings, etc. every instance reinforces the task
Can I learn status by just talking rather than asking? can I get a "feeling" for
progress rather than requesting status reports?
Don't procrastinate. Get people involved early, keep them informed and excited
Explain why the task is important and how the person will contribute to the team
Make sure everyone understands and buys into the team goals
Listen to feedback, concerns, expectations
Respond before there is a crisis - find and resolve concerns while they are small
Don't make the mistake of communicating an "I don't care attitude" Be
concerned and interested even if it hurts
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