Develop your Team

Leadership

If you could strategically pick people to create the ultimate team would the people on your team now make the cut?  If they would, why would they?  If not, why wouldn’t they?  If they could do the same, would you be on the team?

Teams are the life blood of organizations.  They provide results, growth and function.  We often don’t assess the team as if it’s a one person with many different abilities. We identify a team as a group of individuals with many talents.  Most people on the team will play to their strengths.  It’s natural that we step forward when we are familiar with something that we know.  Our weaknesses on the other hand often go unplayed and undeveloped.  We’ve all heard the phrase, “A team is strong as its weakest link.”  Another way to look at it is one person’s weakness becomes the team’s weakness.  

Sometimes people don’t know what their weaknesses are.  It takes feedback from others to point them out.  How well do you provide feedback as a team?  Have you sat collectively as a team and talked about your weaknesses? If not, why not?  Every team needs to have a 360 degree view of what they’re capable of being. 

The only way to grow as a team is to learn as a team and develop as a team.  Sure, it does take individual parts to move and do so, but above all, if you’re going to be a team then develop as a team.  Growing together strengthens the team.  One of the hardest things to do is take a diverse group of people and work together in one direction.  A successful team crosses the finish line together.  Win or lose. 

As a leader, what are you doing to help develop the team?  Are you providing feedback when necessary?  Are you not only improving weaknesses, but identifying potential?  Leadership is essential to the progression of any team.  Without even saying it most people know the leader on their team.  Are you that leader?  If so, what are you doing to help develop your team?  It would be awesome to be able to strategically pick your ultimate team, but you don’t need to in order to have a great team.  You can create the ultimate team by investing in your current team’s development!

Performer or Leader?

Leadership

One of the hardest things to do is assess a person’s performance via paper and determine if they are ready to lead.  Having all the right words may seem like the person is fit to lead, but how often is it wrong?

Most organizations require some sort of evaluation report on their employees.  This helps determine how well the employee is progressing and to see what they have accomplished.  What one person sees as high quality another person may see as mediocre depending on the set standards.  It’s subjective.  Perspective plays a big part in how we see people even when we define standards on paper. 

This is why paper(evaluation) isn’t always best for capturing an individual’s performance.  The idea is performance on paper will match the person’s actions.  Simple, right?  If only.  I’d like to think that all organizations want great leaders, but how detailed and accurate does paper capture a person’s ability to lead?  Would you rather have a high performer or a leader?  It’s safe to say great leaders are high performers.  Which ones are organizations really promoting?

The evaluation tells what was done and who it impacted, but doesn’t usually include how well they lead the team.  We automatically see the results as the most important factor.  A person could have lead a project to the end, but during that may have neglected the team.  Sure, the results may have been great, but at the expense of improperly leading the team?  Hard to say from a few words, right?  Would the team choose to work with that person again?  Even though the team may have done an amazing job doesn’t mean the leader led effectively. 

What if a person lead a project and failed to meet the suspense, but brought together a team that seemed unlikely to work together?  How would you capture that person’s ability to bring a team together when the project yielded negative results?  Would the focus be on the inability to complete a project, or the ability to bring together people?

How do we transpose performance quality into leadership capability?  Some people are great workers.  They clock in and clock out and may have great performance, but can they actually lead?  In an ideal world we have an infinite number of effective leaders, but realistically, we have far less. 

Overall, don’t mistake high performance for leadership ability.  Not all high performers have what it takes to lead.  They just have what it takes to get a job done.  Performing a task, or doing your job and leading are two different things.  Performing is task focused, or job focused.  Leading is getting people from point A to point B as effectively and efficiently as possible while ensuring they have proper resources, development, care and guidance.  There are those that want to do their job and go home and there are those that  take care of others along the way.  Either way, the job will get done, but who would be the most valuable player?  The person who cares only about the job or the person who cares about the people doing the job?  One of them is a leader, one of them isn’t.

Which one are you?

Don’t Wait to feel Motivated

Leadership

I started this blog in August 2016 and forgot I was writing it.  It was in my draft folder pretty much written, I just never scheduled a post.  I don’t pretend to know everything about this topic, but this is my perspective on motivation.  I believe we’re putting too much emphasis on the feeling of motivation that we forgot that it’s beyond a feeling. 

One thing is certain.  No matter if we want to do it or not, the job has to be done.  If you’re waiting to feel motivated to do it are you delaying the mission?  In that, what’s the point of feeling motivation when tasks need to be complete?  Do we need to feel motivated to do our jobs? If you don’t have the desire(the feeling of wanting to do something) to do something that needs to be done that’s not called being unmotivated.  It’s called procrastinating. 

Most people perceive motivation as a feeling.  A desire to do something.  There are days you may wake up and “don’t feel like it,” but you get up and do things because they need to be done.  If you’re waiting to feel ready, that feeling may never come. 

I believe in excellence.  It’s an important value to live by.  I believe my focus on doing things with the upmost quality is my motivation.  Do I need it to provide a high quality result?  Yes, I do!  Why? Because excellence is a part of my personal values and the thought of feeling motivated just won’t cut it.  Motivation is also a reason someone acts.  Reasons are tangible.  They’re not feelings.  I like to think of it as purpose.  It is a purpose!  When I have purpose, I have a goal.  I have a target.  Do I feel like waking up every day at 0500?  No, but I have a sense of ‘why’ I need to get out of bed and it gets me out of bed every morning.  Feelings have nothing to do with it.  If people took action based off the feeling of motivation, they may be in bed all day.  Our culture is groomed to think motivation is specifically a feeling.  It’s not necessarily correct. 

There will always be purpose, though.  There will always be a reason for the things we do.  A mission.  A task.  A goal.  This is the bigger picture.  Feelings may never come, but purpose always exists.  Purpose is the light in darkness that provides a direction to the finish line.  If you don’t know the purpose, it doesn’t mean it doesn’t exist.  It means you have to find it. 

For those of you who will remain waiting for that feeling I challenge you to take action anyway because the work still needs to be done regardless of our desire(feeling).  Sometimes the mission doesn’t allow a delay.  The mission still requires you to do your job regardless if you want to or not.  The next time your team needs you, be there for them.  Provide your experience and knowledge not because you ‘feel’ like it or not, but because it’s the right thing to do.  Forget about feeling motivated.  Be motivated because of the role(the purpose) you play on your team.  You are important and people need you.