Over the course of a career in administration, one had the good fortune to collaborate with a variety of leaders. I now have the opportunity of experiencing firsthand how both experienced and inexperienced leaders approach leading people and the everyday challenges that their teams face.
Each leader has given me the chance to observe and learn about team dynamics, effective people management, and the key dos and don’ts of leadership. Even if they were not aware of it, each of these leaders has been a wonderful lesson to me in terms of understanding human behavior.
As one’s career has progressed, I have found a multitude of business leaders’ views that are pertinent to the lessons gotten on the job.
Here, is a list of seven suggestions to assist you to improve your leadership abilities and obtain better results from your team based on some of their teachings and my own life experience:
1). Every day, consider how you behave around people. How could I handle things differently the next time to achieve a different or better result? Any suggestions should be written down and used the next time. You may obtain valuable insight on how to handle circumstances differently and achieve greater results with your team by daily reflection and observation of what transpired. A great leader’s toolkit must include the ability to reflect and observe.
2) Think about each team member, and based on your interactions with them, start to build a picture of how they like you to communicate with them. How do they find working with you? This ability will provide you the chance to improve your professional relationships with individuals, even the challenging ones, as they will start to notice changes in you in connection to them;
3) Practice Situational Leadership – Consider how each team member’s present level of knowledge and abilities relates to the task or activity you want them to do, and think about how you could lead them more successfully by posing the following questions:
Do I need to guide this individual through a new project?
How much assistance from me will they require to complete this successfully?
What degree of expertise do they currently have in this field?
What can I do to assist them?
Do they need a lot of guidance because they are new to the position?
Do I need to walk them through a task step by step because they don’t understand what I want them to do?
Do they just need little assistance because they are already devoted and skilled at what they are doing?
How can I know whether they are totally prepared to accept full delegation? Take into account how long they’ve been in the position, the work they’ve already produced, and the degree of autonomy they now have.
Do they require my input while they discuss the subject or circumstance and do I listen to their ideas?
Do they rely on me to make the decisions for them?
Do they function better if I push them to take charge and make decisions after consulting with me? How can I use the consultation to boost their self-confidence?
What do they require from me to succeed in their work, etc.?
4) Take a moment to pause and pay attention to the messages your team is sending you. Pay close attention to the subtext of the message and be aware of anything that is being implied but that their body language is saying you need to be addressed. To make sure you understand what is being said, have this kind of conversation in private.
5) Establish distinct priorities both in your own head and on paper. Find strategies to relate priorities to the everyday work objectives of your team. Being open to others’ ideas and recommendations when they provide them can reap many rewards for you. Try to find a method to recognize each person’s participation and keep it positive, even if their thoughts or proposals do not quite align with the goals. People value leaders who value them.
6) Be a lifelong learner of personal and professional growth and self-improvement; put what you learn into practice and evaluate the results for greater individual and group performance. Your team will be more sympathetic and forgiving in stressful situations if you work on your people and public relations abilities.
7) Please leave your bad ego at the door before entering the office and cultivate healthy regard for each member of your team. No matter what stage of growth your team is now at, they will value your concern and regard them as people, and won’t talk negatively about you behind your back.
A word of caution: People frequently won’t point out to a new leader that they aren’t leading very well. There are several explanations for why this occurs. People frequently choose to talk in the hallways, have brief meetings at the coffee maker, lack motivation, take more time off work than usual, and engage in other behaviors rather than discussing your leadership style with you.
If this occurs to you, it is a warning sign and you should cease what you are doing right away. I advise you to pause and evaluate your leadership style to see whether it needs to be modified.
Build up your own self-education library, and include this book on your reading list, if you want to be a great leader: The book Leadership & the One Minute Manager by Ken Blanchard, Patricia Zigarmi, and Drea Zigarmi is a great story that teaches you about situational leadership.
Great leaders are willing to adapt their leadership style to the demands of the person because they are aware that there is no one ideal approach to leading others.
In conclusion, keep in mind that even if you lack the authority to make decisions, you can still influence change by improving your leadership abilities, your self-education, and your public relations abilities.