Who Are You?

Are you the person you want your people to be?

And if you aren't, how can you expect them to be?

All great leadership begins with modeling.  Setting the example.  Being the person you want your own people to be.

As a matter of fact, the laws of nature prevent anything other than this from being true.

1. The law of the mirror states that what you give--you get back. And what you see--is what you are.
2. Who you are has a great deal to do with who you attract into your life, business, and relationships.
3. Like attracts like.  Great people attract great people.  Positive people attract positive people.

Positive begets positive. 

Thematic vs. Hands-On Leadership

A manager can provide thematic leadership when on the command deck while the crew mans the guns and gets the work done.  But that same manager also needs to be able to and willing to role up his sleeves to do the work when needed.

The troops need leadership, and they also need to know their leader would join along side them if needed.

It reminds me of the story about the battle leader who proclaimed he could win over his opponent and that his army would do anything for him, because he knew they were each ready to give their life for him.

The battle leader's opponent knew different.  "It is my troops that are unstoppable, because each of them know I am willing to give my life for them.

Dinner With Tony Soprano

On HBO series "The Soprano's," did you ever notice how many times Tony had his "family" (a.k.a. employees) over to his home for dinner?  BBQs, formal dinners, and parties.  All intended to "build his team," honor them, and get closer to them.

It's something so many team leaders forget to do these days.  There's nothing quite like a little socializing with working partners while breaking bread (just be sure your team isn't out breaking legs--like Tony's guys).

It won't work if you overdue it. But done genuinely and in the right doses, it'll be enjoyable anyway--and it'll all work out.

In the rush of driving results and getting things done, be sure to make time to slow down and enjoy the people with whom you work.  They'll see you in a different light, and sometimes that's a really good thing.

Dare Yourself to be Real

Candor.  Jack Welch calls it "the Biggest Dirty Little Secret in Business."

Why is that?  Because often enough, people just don't open up and say what's on their mind--good or bad.  They withold criticism, they want to "make nice" and avoid conflict (as I said two Blogs ago in "Did You Reach Consensus?  Oh-oh").

We have to be determined to use more candor in the way we deal with our people, our teams, our meetings, and our situation.  From Welch's book "Winning:"

1. "....candor gets more people in the conversation, and when you get more people in the conversation, to state the obvious, you get idea rich."  "Instead of everyone shutting down, everyone opens up and learns.  Any organization-or unit or team-that brings more people and their minds in to the conversation has an immediate advantage."

2. "...candor generates speed.  When ideas are in everyone's face, they can be debated rapidly, expanded and enhanced, and acted upon.  That approach-surface, debate, improve, decide-isn't just an advantage, it's a necessity in a global marketplace."

3. "...candor cuts costs." "Just think of how it eliminates meaningless meetings and b.s. reports that confirm what everyone already knows.  Think of how candor replaces fancy PowerPoint slides and mind-numbing presentations (with real conversations)."

You've seen and know when people are using candor.  Dare to do it yourself.  Don't hold back.

In fact, be blunt.  Do it with respect, but better to show tough love than hold back and fail to achieve.

Did You Arrive at a Consensus? Oh-oh

Everyone likes to make nice.  To get along.  To get agreement.

But in this rush, the group may not "flush" out all the issues.

The leader's job is to encourge conflict, debate, and healthy disagreement.  Only when this happens can the leader be sure that she has drug out enough conflict in order to flush out bad alternatives--and gain commitment around the final (best) outcome.

Is There a Faker Among You?

It can feel great and satisfying to work with a (team) that seems to take on assignments, make decisions, and produce results.  But if that (team) has an imposter among it--well, you don't have a true team. And you aren't going to have lasting success.

Imposters and fakers on teams nod in approval but act in opposition.

Imposters and fakers on teams appear to be "on board" but in fact, quietly undermine, undermine, and undermine.

Imposters and fakers on teams give lip service to the mission but hold their invidual agenda highest.

Imposters and fakers on teams will be the end of the (team)...unless you find them out.

Do you have an imposter and faker among you?  What are you going to do about it?

5 Qualities of a Team

By far, the most important of the four components of Strategy, Team, Execution, and Results--is the TEAM.  Specifically, no group, organization, or team can function at its highest level possible until five qualities are present.  In Patrick Lencioni's best selling book, The Five Dysfunctions of a Team, he shows what happens when these qualities are non-existent--and how to achieve lasting change.

Qualities of the Best Teams:

• They trust each other.  If hidden agendas exist or the slightest mis-trust between any of the group members, teamwork will be stifled.
  
• They engage in unfiltered conflict.  Ideas and debated--sometimes very passionately.  Everyone has to know that its acceptable to push on one another and flush out any bad ideas which will let the best rise to the top.
  
• They commit to plans and actions.  Once a direction is set, ALL members commit.  They are aligned, they move quickly, and they are clear about their direction and priorities.
  
• They hold each other accountable.  Poor performers feel pressure to improve.  Respect increases when all team members are held to the same high standards.
  
• They focus on collective results.  Individual agendas are replaced by an intense desire and commitment to the team's accomplishments.  Attaining the goal is job #1.

CHALLENGE.   If you want to take one step to achieve absolute improvement in the way your team works together, buy a copy of The Five Dysfunctions of a Team for each member of your team and take them through it and it's exercises.  You'll experience some amazing breakthroughs....and break-withs.