Beginner's Guide to Leadership

Merriam-Webster Dictionary defines leadership simply as the office or position of a leader; the capacity to lead; or the act or an instance of leading. And the dictionary defines a leader as a person who leads; a person who has commanding authority or influence.

But we can all agree that Leadership is so much more than that. Based on that definition, could you toss someone into a leadership position and expect him to stay afloat? Surely not.

One source says that leadership is best defined as trying to influence the behavior of another person. This occurs in business when you influence employees, members, or followers to carry out the goals of the company, organization, or group. And that’s the difference between a leader and a dictator: The dictator demands that things be done; the leader motivates, encourages, requests, and usually gets the action he or she wants because of a certain set of characteristics he or she employs. This new style of leadership, common in today’s businesses and organizations, values the individual. Leadership is based on creating a vision for the company, then on helping employees learn what they need to realize the vision. The new leadership style focuses on the value of people and emphasizes empowering people.

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Leadership styles abound. No one set is taken as the norm, but rather, many people have developed many different quizzes, worksheets, or analyses of the styles you’ll see in work, organizations, or other group settings. These styles are based on personality styles, personal traits, effectiveness, comparisons to animals… you name it, it’s probably been used do describe a leadership style.

Take, for example, the leadership styles described by Daniel Goleman, an expert in emotional IQ, and the author of several books, including Primal Leadership: Realizing the Power of Emotional Intelligence. Goleman, along with authors Richard Boyatzis and Annie McKee, outline six styles of leadership, as follows:

The Visionary Leader. This person works to move people toward a shared vision, but allows the people to find their own path to that goal. This type of leader is good for moving a company forward in a new direction, and makes a strong impact on the environment of the company.

The Coaching Leader. This leader works closely with people to find their strengths and weaknesses and to tie these traits into their career plans and actions. He or she delegates assignments, achieves high levels of loyalty, and is very involved.

The Affiliative Leader. The affiliative leader connects with people and keeps peace within the company. This collaborative style pays attention to emotional needs, not just work needs, and is positive when done right, helping people through stressful situations.

The Democratic Leader. This type of leader wants input from others and participation from the group, hoping to get everyone on board with ideas and to garner support for actions. It’s not quite as hands on as the previous styles.

The Pace-setting Leader. This person likes challenges and goals, putting pressure on others and himself or herself to keep up with the task at hand. This hands-off style works best for the short-term.

The Commanding Leader. This type of person is often seen as cold and distant, but works well in terms of giving good directions and expecting and receiving cooperation from others. He or she comes off as confident and is rarely questioned.

Of course, this is just one interpretation of the styles of effective leaders. Really, the names of the “styles” don’t matter so much as being effective in however you choose to do it. By respecting those you work with, and trying different methods of determined leadership, you’ll find what works for you. And, sometimes the best leaders switch their “styles” on a per-needed basis, going with the flow depending on the situation, company climate, person being addressed, the mood and seriousness of the situation on hand, and so on. And by matching the style of another person, you may be able to get through to them more easily.

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Managers, bosses, team leads, and chairpeople are all supposed to lead a group. But just having a position of authority doesn’t automatically make a leader. A boss gives instructions and assignments and metes out discipline and rewards as warranted. A leader, on the other hand, uses personal characteristics and skills to help inspire people to great action. People want to follow leaders; they have to follow bosses (at least, if they want to keep their jobs!).

A good leader is able to enable and empower others to do their jobs well, and they inspire confidence from their followers. Great leaders also:

Are accountable.

Are trustworthy.

Help establish vision, values, and beliefs that all believe in.

Set goals and create an empowering environment.

Offer recognition for jobs well-done.

Help people see what’s in it for them.

Offer strong communication at every step of the path.

Care about people’s personal goals, and try to blend them with the company’s overall goal.

Offer training and assistance to help people meet goals.

Allow others to take on leadership roles without feeling threatened.

Are responsible for their actions, and for those of their followers.

Are knowledgeable in the subject at hand, but not necessarily an expert.

Are driven by discipline and habit.

These characteristics give you an idea of what an effective leader might look like, but the experts find that there’s no one set of “must have” traits for leaders. Only that they can get people to follow them!

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First, understand the difference between being a boss and being a leader (see above). You have to make a conscious choice to be a leader, and do things and exhibit traits that will encourage people to follow you. Just choosing to lead is a great first step!

To be a leader, you need people to follow. As a kid, when you’d play follow the leader, the game never really worked unless you could persuade your parents, siblings, and friends to stop what they were doing, get up, and follow you wherever you chose to go. Same holds true today. If you’re not an inspiring, trustworthy, competent, and confident person with a vision for the future, why should anyone follow you? Be the person others choose to follow. Give them a reason to do what you say or ask of them, and for them to want you to encourage them on their career path. The specifics of this depend, though, on your personality style, the situation, and the people you’re working with.

Clear communication with a vision for the future is essential. It’s hard to get up and follow people, even those you trust implicitly, when you don’t know where they’re going. Give people an idea of the end result, and they’ll be much more willing to come with you—especially if you give them leeway to make their own path, a reason for them to follow (what’s in it for me?), and encouragement along the way.

Recognizing efforts big and small, acting with compassion, and setting a good example as well as a good pace, goes a long way. Everyone likes to work with kind people and to know that their efforts are appreciated.

One last tip: Find a person you think is a great leader, then study his or her habits. What traits, characteristics, work styles, methods, and so on, does that person possess or employ that seem to work? What does this person’s followers say about him or her? What could you emulate?

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This is a topic of frequent debate in classrooms and boardrooms around the country. While the two are not interchangeable, it is possible to find the best qualities of both in the same individual. Leading others is more like a process, which relies upon passion, heart and even personal charisma to enlist followers. Managing others, however, typically involves controlling and implementing activities such as budgets, inventory and staffing.

While the best managers make the greatest leaders, managing is subservient to leading. Leading others doesn’t have to happen only in a boardroom, it can also happen on the production line. Both the positive and negative influences of leadership exist throughout all levels of an organization, whereas management typically exists only on a supervisory level. This universal quality of leadership is what makes it so unique. There are far more leaders in an organization than there are managers.

Another difference between leaders and managers is how they get others to follow them. Managing others usually entails having company-bestowed authority. Employees basically work for managers and carry out instructions and duties as required – or risk dismissal due to insubordination. Leaders, however, are keen to build alliances with individuals, showing how following them will benefit them in the end. That is not to say that managers don’t rely on trust and inspiration as motivators, too. It simply means that leaders are not necessarily in an authoritative position which requires others to follow their instructions.

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Leadership entails the ability to set direction and garner support for it. Leaders don’t necessarily have subordinates, they have voluntary followers. They know the importance of buy-in. Good leaders also place high value on communicating the goals. In order to inspire others, they know they must inform others. Misinformation, or no information, can often be traced back to the reason behind failing to rally the troops for the cause. When employees don’t see the benefit, it is difficult to motivate them.

Leaders appeal to others, inspiring them to sign onto the cause. Many of the greatest leaders of the twentieth century possessed a great deal of charisma. While this is certainly not a requirement of great leadership, it is a tremendous tool at the disposal of those who posses it. The general public and employees alike love someone with whom they can connect. Charismatic leaders have an uncanny ability to find support for even the oddest of ventures. For those leaders of a more melancholy nature, don’t lose heart. A leader who shows a genuine and sincere interest in the concerns and heart desires of others will be equally as effective.

Finally, leaders have vision. While management is entrusted with executing the direction plan, it is leadership that has to craft the plan. While there is a running debate as to whether leaders are born with vision or not, there are training exercises available to expand and build upon one’s leadership qualities.

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While good leaders can be found throughout all levels of an organization, managers are limited to only a certain number of positions in the company. That isn’t to say that all managers are not leaders…nor that all leaders are not managers. In fact, many of the best leaders are actually managers who have found ways to succeed in both roles.

Management positions have been designed to function as doers and executers. They are tasked with implementing and completing any of a number of duties throughout the company. A manager, by definition, leads a staff of employees (except in the cast of honorary titles meant to recognize one’s position within the company). This staff largely does as they are told by the manager, due to his position of authority.

As previously mentioned, leaders rely on persuasion whereas managers are backed up by the authority of their position. While playing the authority card is not recommended in every circumstance, the ability to play it does alter the reality of the situation. Managers are entrusted with keeping projects within the timelines, within budget and are oftentimes called upon to work with multiple vendors. Managers who are able to inspire and persuade others rather than relying on their authority are far better off.

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Leadership skills, like management skills, can be learned and improved upon. There are many institutions and individuals that offer their services as training tools for young and upcoming leaders. It’s not necessarily a matter of IF you can find training, but choosing the area you want to improve upon. If you feel your communication skills are lacking, it might be best to find a training institution or personal coach that can reinforce the basics of good communication – verbal or nonverbal. If vision or planning are not your strengths, it might be best to take a course which walks you through the practices of some of the great visionaries.

Good leaders understand their weak spots. They know the perceptions others have of them, and they work hard to ensure that any negative perceptions are not well-founded. If others find their communication too blunt or direct, a true leader will work hard to ensure that the truth of the message is delivered in a more conducive way. In other words, improving in leadership means having the courage to hear from others the areas where you are perceived to be weakest. If you are a leader with great vision, perhaps you are weak in executing a project…lacking the discipline to get the job done. For someone who is good at getting the job done, long-term vision may be the area of weakness. Good leaders are not threatened by the need to strengthen their weak areas.

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Too many organizations place too high an emphasis on expecting everyone to have visionary leadership. Organizations loaded with many visionary leaders and few get-it-done managers risk failure from an inability to execute and implement day-to-day business operations.

On the flip side, organizations with great execution-minded managers yet few visionary leaders run the risk of going out of business because they fail to place a high enough emphasis on innovation and strategic direction. They essentially fail to change with the changing marketplace. When your head is in the clouds you really must keep at least one foot on the ground. The right mix is to have both entities in balance.

Organizations that are best suited for sustained growth have matched personality type to job function. For example, on the operations team you might find a heavier mix of type-A, “get it done” personalities. On the sales side, however, you might find more gregarious people who are often best suited for that role. In the end, the word to keep in mind is synergy. The organization will only be as successful as the ability of strong leaders and managers to work together in pursuit of a common goal.

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In business circles, leadership is a topic of much debate and not a little confusion. Why is there so much debate over a topic on which everyone has experience? The answer lies in misconceptions of leading people. Some of the most common beliefs about how to lead people are, in fact, mistaken understandings of leadership.

Popular culture holds certain beliefs about what leaders should look like, how leaders should act, and what makes a good leader. In many cases, the standard answers to these questions are very close to the truth. Slight distortions, however, have resulted in widely believed misconceptions of leading people. These misconceptions rise from a distortion or over-emphasis on particular issues, so it is often easy to ignore them.

Four of the most common leadership misconceptions are discussed below, but there are many more misconceptions. These particular topics center around a leader�s relationship with the people he is attempting to lead. After all, a leader without followers is not really a leader at all.

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One common idea of leadership is that the leader stands far in front of the people he leads. The leader charges the way into the wilderness, while the masses follow behind him, like Charlton Heston�s Moses in The Ten Commandments. In reality, however, regardless of where he stands, a good leader is intimately involved with the people he is leading.

Good leaders know that they need help. Though they make the final decision, they seek advice from others before making that decision. Imagine William Wallace charging the British on his own. He needed the thousands of Scotsmen behind him and with him. No matter how visionary a leader is, he cannot accomplish his goals by himself. He needs the help and support of those behind him.

In addition, a leader must know the people he is leading. One of leadership guru John Maxwell�s twenty-one laws of leadership is that leaders touch a heart before they ask for a hand. Good leaders build relationships with those around them. Good leaders communicate to the people they are leading that who they are is of more importance than what they can contribute.

A leader must have continual involvement with the people he is trying to lead. Former First Lady Rosalynn Carter said, �A leader takes people where they want to go. A great leader takes people where they don�t necessarily want to go but ought to be.� Motivation is brought about in part by effective vision casting on the front end, but a leader also needs to be continually motivating and reminding of the ultimate goal. Only by intimate involvement with the people can a leader sense the mood, energy, and needs of the people he is leading.

There is truth in the idea of the leader going out ahead and leading the way into the unknown. Taken too far, however, this image is distorted into a picture of a leader blinded by selfish ambition, with no knowledge of or involvement with the people he is leading.

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Neither. And both. In many circles, it is expected that there are two types of leaders�the nice guys and the tough guys. The leaders who motivate by encouragement and rewards and the leaders who motivate by challenges and threats. This is basically a carrot and stick philosophy. In reality, however, a good leader is both the nice guy and the tough guy. He will be the encourager and the challenger.

A leader must care about those around them and encourage them to do their best. In large part, it is the leader�s job to keep company morale high. People work hard for leaders they enjoy working for. Notre Dame football coach Knute Rockne�s �Win one for the Gipper� would have little power if his players didn�t care for him in the least. The best leaders care about the people they are leading.

At the same time, however, a leader has to be tough at times. Sometimes a leader needs to use his authority and needs to discipline. The general who does not discipline his troops will soon have a mutiny on his hands. Sometimes the complacency of a company needs to be challenged and employees need to be woken up. It is the leader�s job to do this.

In many families, the mother plays the role of the tender and supportive parent while Dad provides the tough love and the discipline. A leader, however, attempts to fill both of these roles. Certainly, it will be difficult, but employees and companies need both at times, and a wise leader can discern when (and how) to provide.

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There is a basic leader archetype in the American subconscious. This leader has the charisma of Franklin Roosevelt, the conviction of Abraham Lincoln, the motivational skills of Winston Churchill, and the troop loyalty of George Washington. According to this model, the amount to which you possess these qualities determines your strength as a leader. In reality, however, anyone can be a leader�regardless of their parents or their personality.

Warren G. Bennis said, �The most dangerous leadership myth is that leaders are born�that there is a genetic factor to leadership�That�s nonsense; in fact, the opposite is true.� Some people naturally have more charisma or tend to seize control amidst confusion; these people are what society calls �natural leaders,� but they have only the most obvious characteristics of a traditional leader.

In the end, leadership has less to do with what you look like and more to do with how you influence people. Another one of John Maxwell�s twenty-one laws of leadership is that the true measure of leadership is influence. Anyone can influence people. The charismatic leader may have a head start because people are drawn to him, but the quietest, humblest man or woman often influences people far more than many charismatic leaders.

But if leaders are made rather than born, how are they made? Through hard work and on the job training. Anthony Jay said, �The only real training for leadership is leadership.� Many leaders had the charisma and conviction we normally associate with leadership, but those personality traits did not make them a leader. The best leaders become leaders not because of their personality but because they sought to influence people, and they learned from experience.

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Prime Minister Winston Churchill inspired the world with his refusal to back down to the German assault on Britain during World War Two. He led with great determination�one of the traits of a great leader. Determination, however, is only a few short steps away from stubbornness and obstinacy. A great leader must have determination but must also know when to back down.

John Kennedy, in a speech prepared for the day he was assassinated, said, �Leadership and learning are indispensable to each other.� Leadership does not coincide with infallibility. Instead, a leader should be humble enough to admit when he makes a mistake. Humble enough to seek help when he needs it. Humble enough to keep learning and becoming a better leader.

Many leaders develop a �Because I said so� approach to leadership. Blinded by pride, this leader ignores, at his own peril, all opinions but his own. A wise leader, on the other hand, thirsts after the wisdom of those around him�even those he is leading. Kenneth Blanchard said, �The key to successful leadership today is influence, not authority.� Authoritarianism eventually cuts off its own circulation.

A good leader not only avoids stubbornness, however, he also willingly steps aside at times. When the goal is to influence, great leaders will sacrifice their own agenda or goals in view of the ultimate goal. What they do is not about them, but about the goal.

Many times, a leader needs to stand his ground amidst huge obstacles. Many times, he needs to show perseverance when everyone around him shouts, �Give up!� But other times, he needs to ask for help and serve others rather than exalt himself.

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Business Ethics are the same thing as plain, old ethics. You may wonder why, then, we�re spending time on a subject that doesn�t really exist. Well, because it seems that a great deal of people think that the ethics used in business are different from those used in everyday life. They often use one code at work, and another at home, justifying their actions in the name of getting the sale, landing the deal, making the numbers, keeping a job. But when it comes down to it, ethics are ethics are ethics.

In his book, �There�s No Such Thing as �Business� Ethics, John C. Maxwell says, �One of our problems is that ethics is never a business issue or a social issue or a political issue. It is always a personal issue. People say they want integrity. But at the same time, ironically, studies indicate that the majority of people don�t always act with the kind of integrity they request from others.�

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Bad choices surround us. On a small scale, you probably know of a co-worker who lies about her accomplishments or time spent on projects just to look better in the eyes of the boss. Or your boss may fudge his budget numbers to justify getting more money for departmental raises. The end result is good�a better job or more money�but the means of getting there are dishonest. And that�s the way �ethics� often work in this marketplace.

John Maxwell says that he believes people make unethical choices for one of three reasons, including:
� We do what�s most convenient. For example, when a sales clerk gives you back too much change, isn�t it easier to just keep the change instead of doing the right thing and alerting the clerk to the mistake? And if telling a lie can cover a mistake at work, without anyone ever being the wiser, why go the hard route?
� We do what we must to win. Maxwell says, �Many people believe that embracing ethics would limit their options, the opportunities, their very ability to succeed in business.� If being unethical means getting ahead, then many people are OK with being unethical.
� We rationalize our choices with relativism. Situational ethics, meaning deciding what�s right in the moment according to the circumstances, is common. People base their choices on their own standards, which change from situation to situation.

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Enron. Tyco. HealthSouth Corp. WorldCom. Global Crossing Ltd. All of these companies, and so many more, have been involved in ethical scandals in recent years. You�d be hard-pressed to find a person who hasn�t heard the story of at least one of these companies. And people are often quick to shake their heads, click their tongues, and wonder about the state of the world today when CEOs and CFOs and others at the top of the pecking order will outright lie to get ahead in business. But one of the only differences between these companies and so many others? The fact that these unlucky people got caught. And their stories were splashed across the headlines, with every gory detail.

This isn�t to say that every businessperson is unethical. You�re reading this, so you probably have some interest in conducting yourself in an ethical manner. But the sad truth is that situational ethics, or no ethics at all, are in place in too many companies. �The same person who cheats on his taxes or steals office supplies wants honesty and integrity from the corporation whose stock he buys, the politician he votes for, and the client he deals with in his own business,� Maxwell says in his book. This illustrates the fact that people say they want ethics to have a place in all areas of life�for other people. But are we doing all we can to be ethical ourselves?

Remember that you may win in the short-term by getting that raise, covering your mistake, boosting the company�s earnings, and so on, but your dishonesty will catch up with you eventually. And if you�re treating others that way, you can bet you�re on the receiving end of unethical treatment as well.

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First, ask yourself whether you are:

� Always ethical
� Mostly ethical
� Somewhat ethical
� Seldom ethical
� Never ethical.

Maxwell says that most people put themselves in one of the first two categories, because we like to think that we try to be ethical most of the time. And if we say we�re �mostly ethical� it�s because we like to give ourselves loopholes to get out of being ethical when it�s convenient for us.

Now, think through some different scenarios you�ve face in business. When are some times you�ve been presented with an ethical dilemma? How did you handle the situation? Recall your options, your initial feelings, your decision, and the factors that played into that decision. Were you 100 percent ethical in that situation? If not, what prompted you to act that way?

Now imagine you�re faced with that same situation�and with a desire to act ethically. What would you have done differently? And how would the results be different? You might not like the results, because it could mean you losing out in some way, either by financial gain, loss of reputation, or some other unappealing result. But being ethical isn�t about liking what befalls you. It�s about doing the right thing.

Now think through some situations in which you feel you�ve been on the receiving end of an unethical choice. What were the circumstances here? Why do you think the person made the decision he did that hurt you? And, here�s the kicker, how would you have handled the same situation, if you�d been in that person�s shoes?

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Remember the Golden Rule, and you�ll be golden, as they say. Do unto others as you�d have them do to you is a pretty clear, concise rule for the way we should all act in business, in love, and in family. The Golden Rule is �the closest thing to a universal guideline for ethics a person can find,� Maxwell says. �There are really only two important points when it comes to ethics. The first is a standard to follow. The second is a will to follow it.�

Ethics means doing the right thing all the time at any cost. It�s not always easy. It�s not always appealing. It�s not always, or even often, comfortable. But doing the right thing, no matter the consequence to you, means treating other people as you�d want to be treated. To start making a difference, simply start living by the Golden Rule.

Another thing to remember: Every action, every choice, every situation, affects other people at some point. In the 2001 movie Pay it Forward, a child has this idea: Do three good deeds for other people, then watch the goodness spread. The child�s idea caught on, and in the end of the movie you see thousands of people who�ve been touched by his life and his idea standing outside his door.

It�s a movie, sure. But it also illustrates how every action has a reaction. Even when you think you�re deciding something for your own good, keep in mind that somewhere down the line, someone else will benefit�or hurt�because of your choice.

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What is Team Building?

Team Building is a popular term floating around organizations and businesses these days. But have you ever wondered what it really means�what it truly encompasses? Above and beyond anything else, Team Building is a process. More specifically, it is a learning process that helps a group of people work toward a common goal. This goal may be better communication among team members�a greater understanding of each other�s strengths�or a specific project or task to accomplish. Regardless of the goal, however, building a team employs purposeful, targeted learning experiences that serve to engage people, empower leaders, and accelerate team development. Many times, this includes a day of special activity away from the office, but it never ends there. In fact, it is usually only the beginning of a new pattern of relating to each other.

It is important to remember that Team Building starts from the top down. In other words, management is involved. They must be as much a part of the team as anyone else. By modeling their own commitment to working as a team, other members are more likely to follow.

The process of building a team also requires you to recognize and value the contribution each of your employees makes to the group as a whole. Only then can you all work toward a common goal.

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Why is Team Building crucial?

The truth is that every organization has a psychology � whether functional or dysfunctional. Team Building transforms organizations and inspires employees to reach their greatest potential together.

Do you have an employee who constantly complains? Maybe there�s the perpetual back stabber, or trust thwarter. Or what about the office gossiper? Team Building serves to address problems like these and turn individuals into a cohesive group that works together. More often than not, Team Building also encourages co-workers to become each other�s coaches.

Here are a few more reasons to incorporate Team Building into your business:

To establish better rapport among team members.

To open the climate for streamlined communication.

To stimulate creativity.

To discover new ways of solving problems.

To surface hidden agendas.

To appreciate individual differences and strengths.

To learn to trust each other.

To welcome and handle change.

To strengthen teamwork and motivation.

In its simplest terms, the stages involved in Team Building are:

Clarifying team goals.

Identifying those issues which inhibit the team from reaching their goals.

Addressing those issues, removing the inhibitors and enabling the goals to be achieved.

Of course there are many more issues Team Building can address � including leadership development, top-down communication and personality traits � but the overall goal for Team Building is long-term change for the better. And many times you�ll find you have fun on the journey!

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What are some Team Building activities?

�OK,� you may be saying. �This all sounds well and good. Now give me some examples.� The activities you can use to build a team are as endless as your imagination. Here are just a few examples:

1. Business adventure parks

2. Culinary school

3. A scavenger hunt at an amusement park

4. A field day

5. A picnic

6. A field trip to a local attraction

7. A day of team games and exercises

Regardless of the method you choose to build your team, here are a few essential directions to keep in mind. These will help your activity go much more smoothly:

Be well-prepared, yet flexible. The unexpected can be your greatest moments.

Bring any items or props you might need�and include a back-up agenda if things don�t go as planned.

Leave your ego at home. Follow the flow of the group even when it goes off your planned course.

Anticipate resistance and mistakes. How you handle these impacts the whole day.

Pause often. Allow your participants to think and reflect.

Involve the whole group � not just the outgoing people. Occasionally divide into sub-groups if necessary.

Choose an off-site facility away from work, if possible.

Keep safety (physical and emotional) first and foremost.

Appeal to the different learning styles represented in your group (auditory, visual, kinesthetic).

End on time.

Remember: Your team efforts don�t end when your day does! Put into practice the things you have learned from this point forward.

Posted by John at 3:07 AM | Permalink

What resources are available for Team Building?

Team Building resources abound. One of the most powerful tools is the Web. Use it to your advantage. Simply doing an online search will result in many sites designed to offer tips, resources, support networks and strategies.

Attend a workshop. Pay attention to those flyers you receive in the mail from seminar companies. The money you spend on a one- or two-day Team Building seminar will reap dividends.

Check out your local library. Here you�ll find a plethora of excellent books � including �Who Moved My Cheese?� and �The Complete Idiot�s Guide to Team Building� � to add to your bookshelf. You might even make one of these required reading for your employees, as well.

Subscribe to a newsletter. Again, turn to the Web for this.

Talk to other business people in your community. Are you a part of a monthly breakfast group? Do you often get together with business friends for a game of golf? Bring up the topic of Team Building during your conversations. See what others are doing in this area.

Scope out local businesses that might offer Team Building activities. For example, does your local cooking school offer activities targeted toward businesses? How about an obstacle or ropes course offered through your city?

Finally, if you have money, hire a Team Building coach or organizational psychology consultant. Your HR department should have leads for this.

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How can I assess the effectiveness of my Team Building efforts?

A common rule of business is that what isn�t measured can�t be managed. Once you have begun your Team Building adventure, it�s important you assess the results.

So�step back and take a good look. What activities worked? What didn�t? What were people most resistant to? What did they enjoy most? What resulted in better performance and more consistent communication?

Ask for feedback from your employees. This could be done privately � through evaluations or surveys � or in the form of a group meeting or discussion after your activity is over. Think of it as a debriefing, if you will. Then take that feedback and use it to improve your experience next time around. While you can�t expect everyone to enjoy the process (Team Building often requires individuals to get out of their comfort zones), the honest, productive feedback you do receive can be a great ally.

Most of all, determine if the process was helpful. Do you, as a group, better understand each other? Are you putting to use what you learned? Do you see a difference in your day-to-day inner workings? Are the introverts and extroverts working together? If you can answer �yes� to any of these questions, you are well on your way to building a cohesive, effective team. Congratulations on a job well done! If you find that you haven�t yet achieved the results you desire, don�t give up. Tweak, adjust and regroup as necessary�then try again. While Team Building takes a great deal of work (and maybe even some sweat and tears), the fruit you reap will be well worth the effort.

Posted by John at 3:08 AM | Permalink

Executive retreats are most often planning or teambuilding sessions for executives. These sessions typically last one to three days, and, most of the time, are held offsite in a more relaxed atmosphere.

To get started, the retreat planners need to identify a purpose for the retreat. For example, do the executives need to discuss an upcoming merger, series of new hires, the overall direction of the company, a sale of part of the company, a new product line? Or are the executives just need a chance to get away together, work on personal relationships and communication, and get motivated the year ahead?

Executive Retreats offer opportunities for just about any purpose you can think of, in about any setting you can dream up. Whether you�re headed for a cabin in the woods half an hour from the office, or to a Survivor-style mission in Jamaica, there are companies that offer (almost!) anything you�re looking for. And you can choose any mix of business, inspirational, motivational, interpersonal, or relaxation you want for your company. Facilitators can help you plan and organize, and will be there as needed to make the experience smooth for you and your guests.

Posted by John at 3:08 AM | Permalink

As mentioned above, the activities included in Executive Retreats are as varied as the likes and interests of all the executives who attend. Here�s a sampling of retreats offered by companies across the nation:

Golf

Horse-back riding

Canoeing

Polo games

Hockey

Desert safari

Survival-style adventures

Business simulations

Country-inn

Spa treatments

Wilderness hikes

Surfing lessons

Whitewater rafting

Skydiving

Really, the list is endless. The main point is that you offer your executives a different, unique, relaxing, or stimulating setting and event to jump start or enhance your business discussions. You want to revive, energize, and refresh your executives while challenging them to think differently, think more clearly, learn more, and create more to better your business.

Most companies that host Executive Retreats help you prepare not only the activities but your meeting, as well, if you want. They can provide specific training materials if you want to focus your efforts on a certain topic, such as communication, team-building, or company growth. Some companies also offer surveys and focus groups that you conduct beforehand to prepare for the experience, and a debriefing process for afterward. It�s common, too, to find a company that will help you create action plans, develop strategies for implementation, and follow up with you after the sessions to see the progress you�ve made since the retreat.

Of course, if you want to have complete privacy and control over your retreat, these companies will honor your requests and let you go it alone. It seems that whatever you want, you�ll get, when it comes to Executive Retreats.

Posted by John at 3:09 AM | Permalink

It depends on your goal for hosting an Executive Retreat. But most often retreats offer:

� A chance to get away from it all�together. Just being in a different atmosphere, doing something fun or challenging, helps build bonds between people and increases trust and camaraderie.

� A unique experience. Whether you�ve chosen to sit by the fire in a log cabin, ride horses along the shoreline, or jump out of an airplane, you�re likely doing something you don�t do on a daily basis. The point is to get away from the grind of daily life.

� More open communication. Again, when doing something different out of the office setting, you�re often able to open up more and have a chance to improve communication with your co-workers. Taking away the in-box, meetings, constant phone calls, and beeping e-mail allows you time to focus on what the other person�s saying. The end result? Better communication.

� Privacy. When at the office, even behind closed doors, employees know something�s up. But at a retreat, you�re free to talk with your executives about anything without fear of others hearing, rumors starting, or the cat leaping out of the bag too early.

� Motivation. There�s nothing like meeting with others who are passionate about the business and talking shop in a relaxed atmosphere to light a fire to your zest for your job.

Posted by John at 3:09 AM | Permalink

Rest assured, you don�t have to take your team to the Australian outback for a retreat to serve its purpose. If you can�t afford an exotic trip, or your executives just aren�t interested in traveling so far from family, then try a simulation retreat. Many companies offer retreats held on-site or at a nearby meeting room that are much more than a meeting with slides in a dark, boring room.

For example, they can set up decorations to make the room seem more exotic�luaua, anyone? Using props and themes, appropriate food, and fitting attire, you can make the event seem much more exotic than it really is. Then lead your executives through the same discussion topics you would have done if you really were on the beach in Hawaii, and you�ll find that just the change-up in location and atmosphere does the trick.

You don�t have to go it alone, either. Companies will do as little or as much as you want to help you make your retreat a success, with on-site, online, or phone consulting, setting up the meeting space, providing materials, facilitating the meetings, following up with your company after the event, or any level of involvement you choose.

Posted by John at 3:10 AM | Permalink

Invite the right mix and right amount of people. Who really needs to attend this retreat? Will anyone feel out of place or not be welcome in certain discussions? Think carefully about who you invite, and make sure your company and that person will really benefit.

Set a focused agenda. Let your executives know what you want to accomplish during your retreat. If they think they�re coming for fun and relaxation, and you have business issues to discuss, you�ll have trouble on your hands, so make sure you�re clear up front.

Prepare ahead of time. Gather the right materials and information before you head out. And think about whether you�ll need to meet with anyone beforehand, either an attendee or someone else in the company who has useful information for your retreat.

Seek input. Talk to the executives you�ve invited, and ask them if they have any issues to discuss at the retreat. Let them have a say in what you do, and you�ll experience a better success.

Take good notes during the retreat. Don�t just say you want to do �something sometime.� Instead, identify action items, set dates for completion, and assign a specific person to handle and follow up on the action item.

Consider hiring a facilitator to handle the nitpicky details, so you�re free to discuss the business at hand�without worrying about ordering lunch, arranging the meeting room, or lining up entertainment or events for the afternoon.

Posted by John at 3:10 AM | Permalink

What does it mean to become a great team leader?

Walter J. Lippman said, �The final test of a leader is that he leaves behind him in other men the conviction and will to carry on.� Leadership is fundamentally about influence; it is about influencing people for great purposes.

It may seem more necessary for an executive or a chairperson to become a great leader, but even the lowest person on the corporate totem pole can become a leader because any person can have influence. Warren G. Bennis said, �The most dangerous leadership myth is that leaders are born.� Most leaders are not great leaders, and becoming a great team leader does not happen by birth or by accident�it takes dedication, good decision-making, and years of learning by experience.

Who do you want to follow? Who are the people who challenge you to be your best and make you want to do your best? Who are the people who have passed on their ideals, standards, and character traits to you? These are your leaders�look at them for examples of what a leader is and does.

In a 2003 survey by the American Management Association (AMA), executives overwhelmingly named communication as the most important skill of a leader. Great leaders recognize leadership as a two-way street of communication�they communicate goals and objectives, and they heed the advice and feedback of team members.

Becoming a great team leader means becoming a person who has a vision beyond today. Beyond that, however, it means influencing others with that vision and empowering them to move on it�all the while staying just a step ahead.

Posted by John at 12:45 AM | Permalink

What can I do Monday morning to start becoming a great team leader?

Michael Jordan was a great basketball player, but more importantly, he made the Chicago Bulls a great basketball team. Jordan raised his teammates� level of play. John D. Rockefeller said, �Good leadership consists in showing average people how to do the work of superior people.� Great leaders improve the performance of their team members.

Improving team performance is usually a matter of training your team and then releasing it. Take some time to evaluate your team�s strengths and weaknesses. Is your team strong at creativity but poor at follow through? Strong in ethics but poor in customer service?

Once you have evaluated, find a way to correct your team�s weaknesses. Could you provide training in a certain area? Should you hire a specialist in a certain area to help performance? If you need to, offer constructive criticism or motivation�remind employees of the reasoning behind a certain plan of action, and keep their eyes on the ultimate goal.

As for your team�s strengths, determine ways to release your team to use its strengths. If your team has great customer service skills, praise them for that and work on ways to increase their interaction with customers. Give them opportunities to succeed and the freedom to do what they do best. Don�t try to do everything yourself, but be able to delegate to the people around you�show them that you trust them.

A huge part of leadership is developing vision, and in order to determine where your team needs to go, you will first need to determine where you are.

Posted by John at 12:46 AM | Permalink

What does a great team leader look like in action? How does he/she relate to those around them?

We�ve said that a great team leader makes those around him better and more productive, but what else does he do? What does the relationship look like between a great team leader and his followers? A great leader is a:
� Peacemaker: The 2003 AMA survey found that the number one leadership challenge was getting people who have different agendas or goals to work together. A great leader needs to listen to differing viewpoints and then bring people to a consensus and a goal that they can work towards together.
� Infectious leader: A great leader is a motivator. The good news is that if you are enthusiastic about your job, it will spill over onto the people under you. Of course, the flip side to that is that your negative attitude is contagious as well�if you complain that your work is boring or meaningless, your subordinates have no motivation to try and excel.
� Ethical plumb line: The people under you will measure their ethics (as well as their job performance) by the standard you set. The AMA survey named ethical behavior as one of the top prerequisites to becoming an effective leader. People are looking to you to see how they should work.
� Bold leader: First Lady Rosalynn Carter said, �A leader takes people where they want to go. A great leader takes people where they don�t necessarily want to go but ought to be.� At times, you will have to make a decision that the people under you criticize; at other times, you may need to constructively criticize others. Great leadership is not for the faint of heart.
� Vision caster: Can you articulate your goals and your vision in such a way that others jump on board? Where does your team need to go, and what will it take to get there? As noted above, the AMA survey named communication as the most important leadership skill. Can you communicate your vision?
� Man (or woman) of his word: Can your team depend on you? Can they trust you to be their advocate and friend as well as their leader? People will more readily follow someone that they know will do his part of the bargain.

A great leader is not in it for themselves, but rather, their role is to ensure that the team as a whole succeeds. When the team fails, the great leader takes responsibility, and when the team succeeds, he reflects credit onto those around him. A great leader determines the goal, articulates it clearly, equips the team to get there, and then takes the first step.

Posted by John at 12:46 AM | Permalink

What are the main obstacles to becoming a great team leader?

Because a great leader is made rather than born, it is important to keep in mind that becoming a great team leader does not happen by default. Obstacles exist that, if you do not recognize and overcome them, will hamstring your attempts to become a great team leader.

Though it is largely ignored, the biggest obstacle to becoming a great team leader is selfishness. Poor team leaders have a �my way or the highway� approach, and they refuse to listen to advice or criticism. In contrast, great team leaders view their role as an opportunity to serve. They are advocates for the people they represent and try to improve the jobs of co-workers. Great team leaders don�t expect subordinates to serve them; instead, they are careful not to abuse the trust that has been placed in them. Remember that as a leader, you are there to seek the best interests of the group, not the best interests of yourself.

In addition, as the leader, it is easy to succumb to the temptation to abide by different standards than you promote. A great leader, though, practices what he preaches. Ray Kroc, the founder of McDonald�s said, �The quality of a leader is reflected in the standards they set for themselves.� If the leader challenges employees to make the team more productive, he should step up his efforts as well. If he tells his workers not to overwork, he should take breaks himself. Whether he asks for it or not, a leader has people looking to him as the standard�the example he sets in areas of ethics, safety, and enthusiasm, will be closely watched and followed by employees.

These two obstacles�the temptation of selfishness and the failure to abide by your own rules�are often difficult to recognize, but they often are the difference between great leaders and failing leaders. Leaders who are selfish and poor examples will be plagued by bitter and complaining employees, while servant leaders who lead by example encourage and challenge subordinates to do more.

Posted by John at 12:47 AM | Permalink

What are some misconceptions of what a great team leader is?

Hollywood and popular culture have implanted a stereotype of a leader in our collective unconscious. Though this stereotype is based on some leadership truths, it has been taken to extremes that are misconceptions. In order to straighten the record, we should recognize that:

- Leaders are not born leaders: Anthony Jay said, �The only real training for leadership is leadership.� While you may be naturally charismatic or naturally bold, you are not a leader until you begin influencing people. You don�t have to come straight out of the mold or have the right genetics, you just need to learn to influence people.

- Leaders do have to stand on their own: While it�s true that leaders are out in front of their team, they are also constantly in communication with the team, building relationships and seeking feedback. Great team leaders seek out and respond to the opinions and advice of their team members.

- Leaders should be kind and tough: Often, leaders are either classified as the nice guy or the tough guy�motivating through kindness or through criticism and challenges. Great team leaders should do both, though. At times, you will need to challenge your team to improve their performance, but you also need to strive for good relationships with your team. Your team should be able to trust you and admire you as a person, not simply fear your discipline.

All of these misconceptions are based in some truth. There are characteristics that appear in most leaders. Leaders do need to lead the way, and leaders do need to be both kind and tough. But one needs to be careful not to misunderstand these leadership characteristics and forget the whole picture of a great team leader.

Posted by John at 12:47 AM | Permalink

What is building your bench?

Your bench is your support system. Your bench is the group of people you surround yourself with in order to help you do your job. The people on your bench may be advisors or co-workers or subordinates, but regardless, they are both your crutch and your springboard. They share the workload with you and help you improve your work and your company.

But how do you make your bench as good as possible? Building your bench is a term that refers to building your team from start to finish�from the time you pick your co-workers to sharpening a team that has worked together for years. Like any kind of building, building your bench means laying a foundation, and, over time, continually strengthening, improving, and possibly adding on to, what you have already built.

Everyone who works with a team can work on building a bench. Even the team that has been together for years has to occasionally add new team members or deal with conflict within the team or can improve teamwork. In this sense, building your bench simply means strengthening your team.

A strong bench means that you will work better and your company will be more productive. Ideas will be more creative and stronger; action will be both well thought out and bold. Meanwhile, you and your bench will be far more likely to enjoy work, because you respect and value each other.

Posted by John at 12:48 AM | Permalink

What kind of people should I have on my bench?

The first step in building your bench, of course, is selecting the people who will be on your bench. Quality people make the difference between a profitable bench and an unproductive one. In order to build your bench, look for these kinds of people:

- People with different strengths: You want to build your bench with people who are different from you, and also different from each other. It�s somewhat of a clich�, but a football team with eleven quarterbacks has no one to block, no one to hand off to, and no one who can catch the ball. If you have six key advisors, for example, don�t have six dreamers or six practical thinkers�have three of each.

- People who work well together: Knute Rockne, the famed Notre Dame football coach said, �The secret is to work less as individuals and more as a team. As a coach, I play not my eleven best, but my best eleven.� Look for people who build off each other�s strengths and don�t tear each other down.

- Self-motivated people of character: Put simply, you want good workers. If the people on your bench are self-motivated, you won�t have to spend time motivating them yourselves. If you have people of character, you won�t have to worry about ethical failings. Put people on your bench who want to excel, not just �get by.�

A bench with different strengths gives you more viewpoints on an issue and more possible solutions to a problem. A bench that works well together makes for a more enjoyable and more productive workplace. Self-motivated people of character lets you focus on the job at hand and not spend your time lighting fires of motivation and putting out fires of conflict.

Posted by John at 12:48 AM | Permalink

How can I strengthen my bench over time?

While selecting and organizing your bench are the first vital parts of building your bench; you need to continually be strengthening and building your bench. Your bench is not like a watch that you wind once and then leave to do its job; instead, it is similar to a tree that you plant, water, and prune over the years in order to strengthen.

Your bench is built through a combination of strong leadership on your part and strong teamwork among your team. Your leadership can make or break your team, so perhaps the most important step in building your bench is improving your leadership. Keep an open door of communication with your bench, so that you recognize the strengths, weaknesses, and morale of your team. If you don�t recognize what your bench needs, you won�t know how to best build your bench.

The other part of open communication is ensuring that your bench can come to you with questions and concerns. Ask your bench for feedback on your leadership, on individual projects, and on team dynamics.

Many companies attempt to foster teamwork through team-building retreats or activities. Sometimes, these may be simply social events, such as company parties or group tickets to sporting events. Other times, companies require employees to take part in retreats�doing activities, such as a ropes course, which are designed to build trust and teamwork on your bench. If you choose to hold these events, don�t assume that they will be adequate to create perfect harmony on your team. Instead, design them and carry them out as part of a long-term strategy to build your bench. Just because employees are able to have fun together twice a year does not mean they will work well together day in and day out.

Posted by John at 12:49 AM | Permalink

What are some common bench-building errors?

In addition to knowing how to strengthen your bench, it is very important to know how to protect your bench. What are the destructive elements that can destroy a quality bench? What are the common errors made in building your bench? Here are a few:

� Don�t show favoritism: Perhaps it�s not fair, but people generally don�t like a teacher�s pet. Employees notice and often resent a member of the bench that gets special treatment in the form of extra praise or reduced criticism. To the best of your ability, treat your entire bench equally.
� Don�t be a �my way or the highway� leader: If you have advisors, let them advise. Let your bench do what they do best. Nothing kills morale and creativity faster than a team seeing you refuse an idea they worked hard to develop.
� Don�t get stagnant or complacent: John Maxwell said, �No great leader in history fought to prevent change.� The corporate world is a world of change, and your bench needs to be able to adapt. Add new voices to your bench as you need to, and bring new issues to your bench as soon as they come up, so that your bench can respond quickly.

Much of the responsibility for a strong bench falls on you and your ability to recognize and fight the forces that threaten your bench. These attacks may come from within, and you may need to alter your style of leadership or calm conflicts. At other times, these attacks may come from forces beyond your control, and you may need to manage your team�s adaptation to a changing business environment.

Posted by John at 12:50 AM | Permalink

What does a strong bench look like in action?

A strong bench is characterized by both strong leadership and bold action. The leader builds, develops, and supports his/her bench and the bench responds with creativity and productivity.

Former governor and presidential cabinet member Tom Ridge said, �Each person on a team is an extension of your leadership.� A strong bench begins with a good leader. If the leader sets and lives by high standards on an ethical and business level, the bench is more likely to follow suit.

As a leader of your bench, empower your team and then free them to work. Set clear expectations and then trust their expertise and creativity. A strong bench has a leader who trusts his team and then, after the job is done, praises his team�in public and in private. The bench and the leader have great communication, which allows for both constructive criticism and continual feedback.

A strong bench responds to good leadership and flourishes under it. Ideas bounce off each other and teamwork abounds. Baseball great Babe Ruth said, �You may have the greatest bunch of individual stars in the world, but if they don�t play together, the club won�t be worth a dime.� Get the best group of people you can, but make sure they are willing to work together for a common goal.

When a problem comes up, turn to your bench and receive several good options, or perhaps a consensus of the best choice. From time to time, seek suggestions from your bench on how to make changes and where to take risks. Surround yourself with quality people and quality workers�men and women of character, competence, and dedication. This is the kind of bench that will help you and your company to thrive.

Posted by John at 12:50 AM | Permalink

What does it mean to become a great team member?

One of the big myths in the world today is that you can do it alone. In reality, whatever it is, you can�t do it by yourself�we�re made to live in relationship with other people and to work as part of a team. If all they had was Joe Montana, the San Francisco 49ers would have lost every game.

At your job, you work as part of a team. Your team may consist of just a few people at basically the same level, or it could be a large group with a wide range on the pay scale. Your entire team may come from the same background�whether office workers or construction workers�or you may be part of a board or committee combining experts from various fields. Regardless, it is vital to your organization�s success and to your own enjoyment of work that you become a great team member.

A great team member puts the team above himself. Instead of looking for how he can advance himself or make things easier for himself, a great team member is looking to improve the team as a whole and how to serve the other team members. Great team members have great communication skills and strong, respectful work relationships.

Just as you can work to improve in your roles as a friend, spouse, or parent, it is possible to become a better team member. It does take some effort, but whether you are new on the job or nearing retirement, you can improve as a team member.

Posted by John at 12:51 AM | Permalink

How does a great team member relate to the boss?

Chances are, you�ve had your share of good bosses and your share of less than perfect ones. A great team member, however, acts in basically the same way, regardless of how the boss treats him.

A great team member respects his boss and his boss�s authority�even when he doesn�t agree. This can be especially difficult when everyone else on your team is badmouthing the boss or complaining behind his back. Should you join the team or stick up for the boss? Generally, do what your mother told you: �If you don�t have anything nice to say, don�t say anything at all.� Your refusal to join the criticism may be ridiculed, but you won�t become a hypocrite�acting one way in front of the boss and another way behind his back�and you may encourage other workers to do the same.

A great team member is an asset to the team and someone whom the boss trusts. You do your work to the best of your ability, but you ask for help when you need it and don�t try to do it all yourself. You listen well to instructions and over-perform rather than over-promise. When the time comes, you provide feedback to the boss and praise other members of your team to him.

A good rule for relating to the boss (as well as for all of life) is the Golden Rule: Treat others the same way you would want them to treat you. Put yourself in your boss�s shoes: If you were the boss, how would you want employees to respond to you? How is your perspective different?

Posted by John at 12:51 AM | Permalink

How does a great team member relate to other team members?

A great team member always keeps in mind that he is part of a team. He is part of something that is larger than himself. The team does not exist to help him reach his goals; instead, he is there to help the team reach its goals. A great team member:

- Is a peacemaker: If you are at odds with a team member, take the initiative to resolve the conflict. If you see two team members in conflict with each other, determine what you can do to help.

- Is positive: Who do you enjoy being around�positive people or negative people? Instead of having a �woe is me� attitude at work, encourage team members with a �we can do it� attitude. Instead of criticizing team members and bosses, compliment the members of your team. It can be done without sounding like a corny clich�.

- Involves the entire team: The great team member doesn�t hog the spotlight or dominate the discussion table, and he works to keep anyone else from doing the same. Work to get the input of all team members, and try to encourage everyone on your team to contribute in their area level of expertise. Don�t be satisfied with an 11-10 vote on a major decision; when it�s possible, try to get everyone on the same page, so that there�s nothing holding your team back.

- Takes responsibility: When a major project comes up, a great team member doesn�t back off and let everyone else do the work. And when he takes a job, a great team member comes through and finishes his part.

Perhaps most importantly, a great team member serves the other members of the team. Listen to your team members and understand their needs and their wants. What can you do to help the people on your team? Is there a new team member that you can help acclimate to the workplace? Can you offer your expertise to help another team member finish their project? A great team member puts the team above himself, and consequently, he will help his team members even when it is inconvenient.

Posted by John at 12:52 AM | Permalink

What are some first steps towards becoming a great team member?

It is easier said than done to become a great team leader. What can you actually go and do on Monday morning to improve your team member skills? Think of some practical ways to put great team member characteristics into practice.

Do you have a project coming in? Volunteer to take a generous share of the load. If you already have a project, make sure you come through on your work. If you�re not going to be able to finish on time, inform your team and don�t blame someone else for your failure to finish when you originally thought you would. If you just finished a project that everyone is praising, credit the members of your team rather than yourself.

Do you have any fractured relationships with co-workers? If you wronged someone on your team, go to them and apologize. If you think someone wronged you, don�t let it affect your work or the way you treat them�go to them and discuss it if you need to. If there is an elephant in the room when you�re with a particular co-worker, take the initiative to discuss it so there will no longer be any distractions.

When you go into work on Monday, go in with a positive and friendly attitude. Listen to your co-workers�listen to their ideas about work and listen to them talk about their lives. Care about the people you work with as people, not as team members who are supposed to help you. What can you do to help them succeed?

Posted by John at 12:53 AM | Permalink

What are the benefits to my becoming a great team member?

When you become a great team member, it benefits the team you work with, the company or organization as a whole, and you individually.

Your team improves in both tangible and intangible ways when you improve as a team member. When you help to resolve conflicts, your team can quickly get back to being productive. When you listen and involve everyone in decision-making, better ideas come to the forefront. When you have a good attitude and help your team members, morale increases on your team.

Many of these same benefits filter down to the company at large. Better ideas and more focused energy from your team lead to increased productivity as a whole, and when your team is a model of positive morale and productivity, it becomes an example for other teams within the company to follow.

Becoming a great team member also benefits you personally. You are far more likely to enjoy work when you have built stronger relationships and friendships with your fellow team members. Your work will improve because of increased feedback from your team members. Incidentally, team members are also more prone to praise you to superiors, which reflects well on both your character and your work ability.

Finally, working as a team member also prepares you to be a team leader because you have learned how to relate to people and put the team�s goals above your own. Aristotle said, �He who cannot be a good follower cannot be a good leader.� For our purposes, he who cannot be a great team member cannot become a great team leader.

Posted by John at 12:53 AM | Permalink

Fundamentally, leadership is a matter of purposeful influence. By definition, a leader has followers, people who follow the leader�s convictions and direction. Leaders recognize and articulate the goals of a group. In contrast to management, leadership is outward focused, a �Where are we going?� mentality. Leaders are strong or weak based on the clarity of their vision and their ability to effectively communicate visions and goals to a group of followers.

If leadership is about influencing others, then, self-leadership means challenging oneself to live according to convictions and goals. If leadership is about passing on vision through effective communication, self-leadership means living out vision through effective understanding of personal goals and visions.

Self-leadership begins with a mental aspect. A self-leader recognizes goals and has a determined plan for how to reach those goals. This is not an overnight awakening, but rather a long process of analyzing oneself and the surrounding world. Where do you want to be in five or ten years? What kind of person do you want to be? Self-leaders strive to answer these questions.

Once they know where they want to go, self-leaders get moving by adapting their behaviors to reach their goals. Think of the actions of a strong leader and then apply those to yourself. Encourage yourself, but also challenge yourself to keep moving. Make personal sacrifices in light of your greater goal. Don�t wait for things to happen to you; take charge and move forward in the direction you need to go.

Posted by John at 3:33 PM | Permalink

Peter Drucker said, �Management is doing things right; leadership is doing the right things.� Where leaders are big-picture people and outward focused, managers focus inward and concentrating on streamlining; they execute the leader�s plan. Corporate managers focus on the details and logistics of company operations, such as team motivation, resource management, teamwork, and day-to-day people issues.

Self-managers don�t require outward influence or supervision to complete their jobs. They don�t deal with the issues of determining direction, but once they know the destination, they will get themselves there. If it was a road trip, the leader would determine the destination and the self-manager would (without being asked) get the maps, plan out a route, book hotels along the way, and ensure that he had the money to pay for the trip.

Like self-leadership, self-management beings with a mental aspect. Self-managers recognize the details that need to be handled. Self-managers recognize the qualities that make a team or themselves high functioning. In going about a project, self-managers concentrate on issues of time, finances, talents, energy, and relationships and how one can make the best use of these resources.

After making these determinations, the self-manager enacts his plan. The self-manager sticks to his plan but is also adaptable to any unforeseen events. A good manager is a team-first motivator; likewise, a self-manager is a self-motivator who is constantly reminding himself of the team goals.

Posted by John at 3:34 PM | Permalink

Put simply, it�s in the best interests of both you and your company that you become a self-leader and self-manager. Self-leadership and self-management make you a better worker, that is, a more confident individual and a more productive employee.

Self-leaders don�t drift through their careers, they have definite goals of what they want to achieve and clear visions of where they want to go. Self-leaders are, consequently, always growing and improving as individuals and employees because they are always on the move. These characteristics show in your work and make you more desirable and valued at the workplace.

Self-managers are the most consistent and productive employees. A self-manager is a self-motivator, so production stays at a consistently high level. In addition, self-managers wisely allocate and spend their resources to maximize their production. Details that could have been obstacles are handled far in advance.

As you might imagine, companies covet these self-leading, self-managing employees. Not only will the employees� production increase, executives will spend far less time articulating vision and motivating and can focus their energies elsewhere. One area on which they can now focus is on training you and equipping you with more skill. You don�t have to be led and managed�you�re doing that yourself.

Posted by John at 3:36 PM | Permalink

Self-leadership and self-management often remain very vague topics. What are some practical steps you can take to improve in these areas?

• Self-awareness: What are your goals? What are your visions (personal or career-oriented) for the future? These are the questions of self-leadership. Define your goals and articulate them to yourself. As for self-management, consider your strengths and weaknesses, and ask co-workers and friends for feedback. Do you struggle with time-management? Staying under budget? Working with the rest of your team? What resources (tangible or intangible) are you not taking advantage of? Recognize the areas on which you need to focus.
  
• Self-direction: This is where you make your plan. Write out your goals and the hoped-for effects of these goals. Then determine some basic steps; remember, all you need to get moving is a direction and a first step. In the area of self-management, outline a plan to keep track of your progress in the areas you�re identified. If it�s time management, make a schedule. If it�s financial management, keep track of every dollar spent.
  
• Self-punishment/Self-reward: If you were leading or managing others, you would hold them to their jobs; do the same for yourself. If you are leading yourself down a five-year path, take stock along the way and reward or challenge yourself appropriately. If you are trying to manage money and you don�t make it, sacrifice a little�make it cost you. Hold yourself to the same standard to which you would hold a team you were leading or managing.
  

Posted by John at 3:37 PM | Permalink

These articles generally focus on personal initiative, but self-leadership and self-management can also apply to the attitude and actions of a team of employees. Increasingly, self-leading and self-managing teams dot the corporate landscape; studies have reported that seventy-nine percent of Fortune 1,000 companies have �self-directed� teams.

A self-leading and self-managing team takes responsibility and initiative for its own work. It requires minimal input from outside sources and once you get such a team moving, it doesn�t stop until the job is completed. This kind of team motivates itself, articulates clear goals and plans, and works well together. Any logistics and details are anticipated and handled neatly.

How does a team become self-leading and self-managing? Usually, it is the result of the kind of people that make up the team�self-leading and self-managing people transfer their skills to their team. In addition, these teams have been freed to do their work. Executives don�t micromanage these teams; instead, they trust that the teams will themselves eliminate the bad options and suggest optimal solutions.

Obviously, self-leading and self-managing teams pay huge dividends for the company. Executives spend far less time motivating and guiding these teams, but simply need to communicate a vision. Thus, energy and resources can be focused elsewhere. In addition, self-leading and self-managing teams work well together, so creativity flourishes and good ideas become great ideas. The team takes ownership in the project because they are leading and managing the project themselves.

Posted by John at 3:38 PM | Permalink