Lets assume there is trust. Their belief that you genuinely have their interests at heart. They will know if this is real or whatever. Without that ... nothing constructive is going to happen. Humans are effective in trust and stable environments.
How else to get stuff done but by ensuring your team get to a point that they are as awesome as you at the point you got appointed team leader (But please read "What got you here won't get you there" for perspective).
The small eye should never leaves task, the main eye - your team.
Drucker says (I have elaborated)...
Ten simple practices that an effective executive must follow:-
Start with "What needs to be done?". Drucker starts with strategy.
Ask "What is right for the enterprise?". It needs to fit with the "why". (as above really)
Develop action plans (HOW) WITH the team - tight. What, Who, When By, Risk assessed.
Take responsibility for decisions (OWN). The best leaders clear the way by deciding stuff.
Take responsibility for communicating (CARE). Up, down, across. A stakeholder mind.
Focus on opportunities rather than problems. Coach and reassure, reward, give feedback
Run productive meetings. You know the drill. Contact me if not.
Say "we" rather than "I" and speak last.
Deal with any role or goal confusion immediately and assertively - and especially bad behaviour.
Reward and reflect and celebrate.
One of the things I offer in Cormack Consulting is to set the culture for all this via a clear team charter. If there are tensions in your team - move toward it tomorrow.
My message for CEO's and Chairs is ... Is your inner circle capable of the above. That's your personal future. Contact me if executive or team effectiveness is a concern.
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