MAKE TEAM EFFORT

MAKE TEAM EFFORT
THERE is no fixed style of leadership to get things done. Leadership styles must suit the demands of the situation and bosses should be able to change their approach when required.
Remember, the way you achieve your results as a leader is not just by what you do, but rather by what your people do.
In this hyper-speed global economy, the relationship between bosses and employees has changed. Employees now must take personal responsibility for the company’s competitiveness.
They have to accept the reality that their future and the attractiveness of their jobs are directly tied to the company’s performance.
As a leader, you should gain the respect of your subordinates. You may not always be liked, because many decisions that effective leaders need to make may be unpopular with at least some of the people. Cultivate an ethical culture.
A few bad apples can very quickly bring your company to its knees, especially if your organisation depends on intellectual capital.
Every action you take must demonstrate your ethical values. Your team members will take the cue from you, even if you don’t think they are watching you.
It is important that you identify the strengths and weaknesses of every member of your team. You can slot them in one the following groups:

Water-walkers: This group consists of capable, intelligent and quick-thinking people. Take care of them. They can go right across the street and get paid more than what you are currently paying them.

Speed-breakers: Your speed- breakers are those who will readily give you the reasons why a new idea won’t work out without even exploring alternatives. They slow down the progress of the entire organisation. Move them away from departments such as corporate planning and product development.

Actors: These people put up a show in your presence and project themselves as performers, when actually they are not. The sooner you identify them, the better it is for group morale and productivity.

Routine specialists: They carry out all the routine, mundane activities and keep themselves occupied. They meticulously follow procedures. Use them for back-end jobs. But make sure they are efficient in what they do.

Apart from understanding what your employees are capable of, you should also keep the following guidelines in mind. They will, help you to perform better as a leader.

Don’t let crisis manage you: You will be a more effective leader when you show that you can handle a crisis without losing control-of the situation.

There is no room for gossip: Gossip is a destructive force and undermines other people in the workplace. Even listening to gossip creates a hostile environment.

Concentrate on the big picture: If a company wishes to create value and win additional business, then it is not a matter of whether to change. What is important is how fast and how often to do so. Leaders worry less about specific parts and more about the whole.

Watch your moods: Be aware of how your moods and emotions affect other people. Every word, every nuance, every gesture by the leader is interpreted by almost everyone. Every action you take as a leader almost always has an unintended side effect. How you feel is your choice. Don’t give that choke away.

Communicate core values: Make sure that your values are evident to all stakeholders. Align the organisation’s values and practices to those of the employees.

Don’t focus on negative things: Don’t use your mental energy to always look for the negative aspect of things. Always try to find the. good in the bad.

Have a vision: Without a goal, there is no focus. Vision gives meaning to why you belong to an organisation. It answers the question, ‘Where are we going?’ A mutual vision that states where you are headed gives your people responsibility for getting the organiastion to where you want it to be.
People in an organisation come together without any real sense of connection. They are in their own separate worlds with their own priorities. You have to bring them together by making them share a common vision. Leadership is a partnership and not a solo performance.

- Source: ST/ANN The Star, Saturday 22 March 2008
• Article by N.S Kumar, an execufive consultant with the Management Development Institute of Singapore