Great leaders demand three things from their teams.
3. That they work in your strengths
Leaders who fail to demand all three of those will never rise past mediocrity. Let’s explore each one in-depth so that you, too, can become a great leader.
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I remember clearly when I realized I was in over my head. I was 27 years old, leading a team of nearly 15 people and I was failing miserably.
As a leader, have you ever been punched in the gut by feedback from your team?
I have. And I am much better for it.
I wrote about this almost a year ago and chronicled my transformation as a leader. The interesting thing is that I still struggle with all but one area that I did seven years ago.
Feedback and improvement is not a one-time thing. It’s not a six month process. It’s a lifelong commitment, come hell or high water, that you will get better every day as a leader.
What do you do when your leader won’t confront reality?
And by reality, I specifically mean underperforming team members.
I recently wrote about this from the leader’s perspective in a post entitled, Cut the Slack. In in I wrote:
Cutting people slack is code for “do nothing about it.” Cutting your team slack is a failure of leadership. Doing nothing is never an option.
One reader, Steve Pate, had a great question in the comments:
Alright then what do you do when you’re not the “leader” and you watch your boss do this all the time with other team members for the sake of “feelings”?
Do you sometimes cut your team members some slack?
If so, stop.
Cutting people slack is code for “do nothing about it.” And doing nothing when someone messes up is poor leadership.
When team members mess up, it’s usually for one of 5 reasons:
1. Lack of training.
This is your fault as the leader. The response is not to “cut them some slack.” The response is to train them.
Yes, it is possible that you made a bad hire. You need to either find a new position for this person or let him go…quickly!
Accountability isn’t confined to the walls of the office. This is part two in a three part series on ROWE. If you missed part one, you should read it here. There I discuss the top four benefits to ROWE. In a ROWE (Results Only Work Environment) accountability is more important than ever. In fact, accountability is […]
Leaders must get consistent feedback from their team members and peers…and they must act on it.
The first time I asked for feedback, it really sucked. I felt like I had been punched in the gut. I thought maybe I should just walk away from the company that I had helped build. I didn’t see a way out of the hole I had dug. There was no light at the end of the tunnel for me.
I gave my team and peers an anonymous evaluation form, encouraged them to be honest and then spent two days being hurt, angry, and in denial, Then I put on my big boy pants and decided to take each fault, each area of improvement, and order them based on two things:
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