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

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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.



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