FIVE STEPS TO POWERFUL TEAM BUILDING

1. Abandon the idea that you know it all. 


You don't. No matter how long you've been in business, you can still learn from customers, employees, and vendors.


2. Collaborate, don't dictate. 


By encouraging your constituents to contribute ideas, suggestions, criticism, and feedback, you will give them the sense of teamwork that makes everyone more productive.


3. When visiting customers, listen before you sell. 


People want the opportunity to explain in detail what they need. And they want to know that their vendors value their input and factor it into the product or service.


4. Resist the urge to dominate company meetings. 


Listening to the boss issue a stream of orders isn't a meeting –  it's a one-person show that violates the spirit of teamwork.


5. Give people freedom to make mistakes. 


If you are a military commander, you tell your troops, "Make a mistake and you're dead." But in business, you can make a mistake and have the chance to learn, regroup, and try again – all the wiser from your experience.


Source: Moshe Levy

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10 LEADERSHIP ESSENTIALS

1. Create a positive work environment. 


You set, maintain, and change the tone. Model and encourage a positive one.


2. Set clear expectation. 


Tell people what you expect, when, and how, or your day can be filled with surprises, such as "Oh, you meant today?" Unclear expectations create an atmosphere of unease and frustration.


3. Give clear guidelines. 


As others participate in your organization, give them clear road maps. Don't keep your processes a secret.


4. Delegate. 


The added perspective on a job can create even more substantial results than you might create if it were part of your balancing act.


5. Be enthusiastic. 


Enthusiasm is contagious and creates an energetic work environment.


6. Demonstrate confidence. 


Believe in your product / service and yourself. Others will be far more eager to follow you.


7. Provide necessary resources. 


Ensure that team members can access information and people to help them achieve their goals.


8. Provide training. 


Provide team members with the skills and information to reach their fullest potential. If you want your team to be confident and competent, provide avenues for them to enhance their knowledge and skills.


9. Inspire team spirit. 


Hone your understanding of teams to create a positive atmosphere in which people feel appreciated and inspired.


10. Provide developmental feedback. 


By letting your team know how they are doing, you will propel them to excellence.


Source: Linda Eve Diamond and Harriet Diamond.

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HOW TO LEAD CREATIVE PEOPLE

1. Innovation is the lifeblood of an organization. 


Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of organizations


2. Be vulnerable to real surprise.


3. Be wary of incremental changes – they replace creativity and real innovation.


4. Creative people are loyal to an idea and appear to be nonjoiners. Don't demand unreasonable personal or corporate loyalty.


5. When you have real innovation, don't compromise.


6. Set the example for how to live with eccentricity.


7. Creative people need diverse experiences to do their work.


8. Creative people need constraints.


9. Creative people need to work with others of equal competence.

Source: Max DePree

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LEADERSHIP vs. MANAGEMENT

1. Leaders optimise the upside; Managers minimise the downside. Both together net more.


2. Leaders envision possibilities; Managers calculate probabilities. Both together win more.


3. Leaders focus on the ends; Managers focus on the means. Both together reach more.


4. Leaders focus on the what; Managers focus on the how. Both together do more.


5. Leaders prepare beyond the limits; Managers focus execution within limits. Both together perform better.


6. Leaders generate energy; Managers preserve energy. Both together energise more.


7. Leaders seize opportunities; Managers avert threats. Both together progress more.


8. Leaders are the first ones onto the battlefield; Managers are the last ones off. Both together triumph more.


9. Leaders amplify strengths; Managers reduce weaknesses. Both together develop more.


10. Leaders provide vision; Managers provide execution. Both together achieve more.


11. Leaders do the right things; Managers do things right. Doing both together is the right thing.


12. Leaders drive change; Managers maintain consistency. Both together continuously improve.


13. Leader/Manager distinction: “Leaders plant; Managers weed. Both together yield the greatest harvest.


Source: Bruce Lynn

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MODEL OF A TEAM LEADER

Richard Winfield, Founder of The Brefi Group, lists the following characteristics of a model


1. Know everything – keep on top of your brief and your subject – knowledge gets respect


2. Have clear timelines


3. Give positive feedback in front of others


4. Have a laugh


5. Delegate – very, very important – don't take on too much it gets no-one anywhere


6. Daily stand-up meetings – 2 minutes every morning so everyone knows where they are


7. Weekly retro meetings – feedback on what we can improve every week and make sure it is acted upon


8. Don't stand for any rubbish


9. Listen but in the end it is your head on the block so make let them know it is a good idea but that this time you opt for option...


10. Support them with tasks whenever they have a problem – giving them another resource or working with them


11. Make weak workers work with stronger ones


12. Don't vanish to meetings without letting others know


13. Try and make sure the team gets allocated tasks that they will perform well at – helps you and them i.e. fight their corner.


Source: Richard Winfield

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THE 17 INDISPUTABLE LAWS OF TEAMWORK

1. The Law of Significance: One Is Too Small a Number to Achieve Greatness


2. The Law of the Big Picture: The Goal is More Important Than the Role


3. The Law of the Niche: All Players Have a Place Where They Add the Most Value


4. The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates


5. The Law of the Chain: The Strength of the Team Is Impacted by Its Weakest Link


6. The Law of the Catalyst: Winning Teams Have Players Who Make Things Happen


7. The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence


8. The Law of the Bad Apple: Rotten Attitudes Ruin a Team


9. The Law of Countability: Teammates Must Be Able to Count on Each Other When It Counts


10. The Law of the Price Tag: The Team Fails to Reach Its Potential When It Fails to Pay the Price


11. The Law of the Scoreboard: The Team Can Make Adjustments When It Knows Where It Stands


12. The Law of the Bench: Great Teams Have Great Depth


13. The Law of Identity: Shared Values Define the Team


14. The Law of Communication: Interaction Fuels Action


15. The Law of the Edge: The Difference Between Two Equally Talented Teams Is Leadership


16. The Law of High Morale: When You're Winning, Nothing Hurts


17. The Law of Dividends: Investing in the Team Compounds Over Time

Source: John C. Maxwell

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9 ROLES OF A TEAM LEADERS

1. Provide purpose


2. Build a star team, not a team of stars


3. Establish shared ownership for the results


4. Develop team members to fullest potential


5. Make the work interesting and engaging


6. Develop a self-managing team


7. Motivate and inspire team members


8. Lead and facilitate constructive communication


9. Monitor, but don't micromanage


Source: 1000ventures.com


"Trust men and they will be true to you; treat them greatly, and they will show themselves great." ~ Ralph Waldo Emerson


"The best way to kill creativity in a team is letting the boss speak first." ~ Victoria Holtz

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10 TRAITS OF EFFECTIVE LEADERS

1. They are honest. This gives them credibility, resulting in the trust and confidence of their people. Credible leaders foster greater pride in the organization, a stronger spirit of cooperation and teamwork, and more feelings of ownership and personal responsibility.
2. They do what they say they will do. They keep their promises and follow through on their commitments.
3. They make sure their actions are consistent with the wishes of the people they lead. They have a clear idea of what others value and what they can do.
4. They believe in the inherent self worth of others.
5. They admit to their mistakes. They realize that attempting to hide a mistake is damaging and erodes credibility.
6. They create a trusting and open climate.
7. They help others to be successful and to feel empowered.
8. They don't push too much. They encourage members to do more, but know when it's too much.
9. They roll up their sleeves. They show the members they aren't just the figurehead or decision maker. Members respect leaders more when they show the willingness to work alongside them.
10. They avoid phrases that cause resentment, reluctance and resistance. For instance, instead of saying you have to do something, effective leaders request or recommend that members do something.

Source: Thomas Gordon, Effective Leadership

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21 STATEMENTS OF HIGHLY INEFFECTIVE LEADERS

1. That’s an excellent idea. (I think I’ll steal the credit for it!)


2. If I wanted your opinion I’d tell you what it is.


3. Since you didn’t say anything I had to assume you agreed.


4. You’re paid to do, not think.


5. What part of “Do as you’re told” do you not understand?


6. Who’s the idiot who came up with that idea?


7. You should be a little more grateful that you even have this job.


8. That is a top priority. As is everything else you are assigned to do.


9. Lucky for you, I found an error in your plan before you made a fool of yourself.


10. That’s why I’m the boss, and you’re not.


11. I shouldn’t have to tell you you’re doing a good job.


12. I want you to think outside the box, (as long as your thinking agrees with mine.)


13. I expect you to be on time for staff meetings. (Even when I’m consistently late.)


14. The next time you decide to use some initiative, make sure you run it by me first.


15. Sorry, but you’ll just have to work smarter, and do more with less.


16. Please – leave your personal life at the door. You’re here to work.


17. I’m in charge. (I don’t have to justify or explain my decisions.)


18. Never talk to “X” without clearing it with me first.


19. You seem to forget who’s most important around here. (Me.)


20. If you don’t like it here, you’re free to leave.


21. I expect your loyalty. (That means, do what I tell you to do at all times.)


What would you add to the list?


Source: GaryWinters.com

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LEADERSHIP QUALITIES

Effective leaders have many common qualities. Good group leaders make an effort to learn and practise skills so they can:


  * listen openly to others
  * offer and accept constructive suggestions
  * give clear directions
  * set and meet deadlines
  * give formal and informal presentations
  * help members identify and solve problems
  * set an example of desired behavior
  * show appreciation of others' contributions
  * show understanding
  * encourage members to exchange ideas
  * handle conflict
  * guide the group in goal setting and decision making
  * delegate responsibilities
  * ask questions of the group to prompt responses
  * create a productive atmosphere


Source: Thomas Gordon, Effective Leadership

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25 STATEMENTS OF HIGHLY EFFECTIVE LEADERS

1. This is excellent work.


2. You’re a valuable member of this team.


3. Help me understand how you reached your conclusion. What are your underlying assumptions?


4. While I don’t yet agree with your position, I appreciate you offering a different perspective. Good food for thought.


5. I can see how you feel stuck between the policy and your sense of what the right thing to do is. Where do you think we should go from here?


6. Do you have the resources you need to complete this project?


7. Let me do a listening check. It sounds like you’re saying…


8. That must have taken some courage to tell me. Thanks.


9. I can’t give you my full attention right now, and that’s not fair to you. Let’s schedule a time that’s good for both of us.


10. How are things, generally speaking? How are you doing?


11. I’ve interrupted you. Please continue.


12. When we add that to your plate, what needs to come off?


13. Next time, what could you have done differently? What could I do differently?


14. Do you feel heard?


15. I’m pretty sure this will feel like an unreasonable request, and I wish I didn’t have to make it. Let’s talk about why I’m asking you to do this.


16. It’s a pleasure having you as a colleague.


17. You’ve been putting in a lot of long hours lately. What can we do to restore a sense of life balance?


18. It’s clear you’ve given this a lot of thought.


19. That’s a terrific insight. I’m moving my stake.


20. It feels good knowing I can rely on you.


21. What’s the lesson we should take from this experience?


22. What part of this do you think I should be held accountable, and what part do you think belongs to you?


23. I know you didn’t agree with this decision, and I’m grateful that you gave it your full support after it was made.


24. What priorities are you struggling with right now, and how can I help?


25. I’ve got some ideas on how you might proceed, and I want to hear yours as well.


What these comments tend to have in common is:


  * They convey the experience of being heard
  * They demonstrate authentic caring
  * They acknowledge that the leader doesn’t always know everything.
  * They reveal a leader who believes his or her staff is comprised of real people, who are actual grown ups.


What would you add to the list?




Source: GaryWinters.com

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SITUATIONAL LEADERSHIP

Throughout the years, there have been many leadership style theories identified. Basically, the autocratic leadership style has gone out of fashion in recent years, though certain situations, such as emergencies, still call for its use. 


One popular theory is called "situational leadership." No one style of leadership is appropriate for every occasion or situation. The most effective style to use depends upon the situation and whether the group members are willing and able to take on the responsibility. To be effective as a leader, it's important to know your group in terms of knowledge, ability, desire and willingness, and be ready to adapt your style to suit the occasion. 


The telling leader - This leader "tells" the members what to do and doesn't worry too much about the feelings or relationships within the group. This is appropriate where members are new, inexperienced, lacking in confidence or need a lot of help and direction in order to get the job done. The leader should give clear directions and provide follow-up and feedback. 


The selling leader - This leader often needs to "sell" or persuade the group to "buy into" a job. The group is a little more responsible or experienced, but direction and guidance by the leader is still needed at this level. The leader should explain the decisions and give a lot of opportunity for clarification. 


The participating leader - The leader and the group members participate in making the decisions and carrying them out together. The group has the ability to do the job, but might lack the confidence to carry it out on their own. The leader puts more emphasis on the group relationship than on the task to be done. They encourage and compliment the members. 


The delegating leader - The leader trusts the group to decide and carry out the responsibility on it's own. The members have the desire and are experienced and capable of doing the job. The members are responsible for directing their own affairs. 


Source: Thomas Gordon, Effective Leadership

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HOW TO BE AN EFFECTIVE LEADER

  * Communicate clearly and routinely. 
Lay out your company goals and principles in a mission statement and keep sharing your vision with your employees.
  * Involve employees in setting objectives. 
Give them feedback on how they are progressing toward meeting those targets.
  * Give your people authority, then hold them accountable. 
But don’t go after them personally when things go wrong. Find out first if the process is at fault.
  * Be accountable yourself. 
Install an advisory board or executive team to help you make good strategic decisions and give you feedback on your own performance.
  * Be trustworthy and extend trust to your employees. 
That will help you earn their loyalty and strengthen your company.


Source: Score.com

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TOP 10 LEADERSHIP LESSONS

Lesson 1. Leadership is everyone’s business.
Lesson 2. Credibility is the foundation.
Lesson 3. Personal values drive commitment.
Lesson 4. You either lead by example, or you don’t lead at all.
Lesson 5. Looking forward is a leadership prerequisite.
Lesson 6. It’s not just the leaders vision.
Lesson 7. Challenge provides the opportunity for greatness.
Lesson 8. Leaders are team players.
Lesson 9. Leadership is a relationship.
Lesson 10. Caring is at the heart of leadership.


Source: J.D. Meier, Sources Of Light

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THE LEADERSHIP LESSONS OF ANTS

"The ant-hills are not built by elephants, but by the collective efforts of the little rejected ants."


Swarming animals, like ants, can teach us a lot about planning, military strategy, and business management. They make decisions as a group and depend on one another to survive. 


These small creatures live in unity, are hard-working, prudent and disciplined. It is no wonder the King Solomon in the bible, rebuked the lazy man: "Go to the ant, you sluggard; consider its ways and be wise!


The following are leadership lessons we can learn from the Ants;


The ants worked as a team: Form a team, bring in professionals and experts to work together.


The ants trusted one another: Do away with the notion that only by working alone can you ensure quality.


The ants are open: Share ideas with like-minded people. 


The ants are partners and of different sizes: Bring in help and make the task our project, not yours alone. As much as possible, each team member should be assigned a task based on his/her capability.


The ants are diligent and focused: The team must keep working, even slowly. Deadlines will give the team focus.


The ants regrouped: Be open to trying new ideas if present ones are not working.


As a leader, when you engage everyone in the organization, and trust people, you will have more success. You must not think that only you can close the sales, install the products, and fine-tune the design all by yourself. 


Give others the opportunities to fail or succeed, and always ask for help.


Share project progress and challenges to all team members. The more people know what you are doing, the more they'll come up with solutions. 


You never know which member of your staff has information or networks that can unlock future growth opportunities unless you share and communicate with the team. 


Source: Ndubuisi Ekekwe, Harvard Business Review

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8 LEADERSHIP LESSONS FROM NELSON MANDELA

1. Courage is not the absence of fear — it’s inspiring others to move beyond it. “Mandela was often afraid during his time underground, during the Rivonia trial that led to his imprisonment, during his time on Robben Island. ‘Of course I was afraid!’ he would tell me later. It would have been irrational, he suggested, not to be. ‘I can’t pretend that I’m brave and that I can beat the whole world.’ But as a leader, you cannot let people know. ‘You must put up a front.’ And that’s precisely what he learned to do: pretend and, through the act of appearing fearless, inspire others. It was a pantomime Mandela perfected on Robben Island, where there was much to fear. Prisoners who were with him said watching Mandela walk across the courtyard, upright and proud, was enough to keep them going for days. He knew that he was a model for others, and that gave him the strength to triumph over his own fear.”


2. Lead from the front — but don’t leave your base behind. “For Mandela, refusing to negotiate was about tactics, not principles. Throughout his life, he has always made that distinction. His unwavering principle — the overthrow of apartheid and the achievement of one man, one vote — was immutable, but almost anything that helped him get to that goal he regarded as a tactic. He is the most pragmatic of idealists.”


3. Lead from the back — and let others believe they are in front. “Mandela loved to reminisce about his boyhood and his lazy afternoons herding cattle. ‘You know," he would say, "you can only lead them from behind.’ He would then raise his eyebrows to make sure I got the analogy. As a boy, Mandela was greatly influenced by Jongintaba, the tribal king who raised him. When Jongintaba had meetings of his court, the men gathered in a circle, and only after all had spoken did the king begin to speak. The chief’s job, Mandela said, was not to tell people what to do but to form a consensus. "Don’t enter the debate too early," he used to say. … The trick of leadership is allowing yourself to be led too. ‘It is wise,’ he said, ‘to persuade people to do things and make them think it was their own idea.’”


4. Know your enemy — and learn about his favorite sport. “As far back as the 1960s, mandela began studying Afrikaans, the language of the white South Africans who created apartheid. His comrades in the ANC teased him about it, but he wanted to understand the Afrikaner’s worldview; he knew that one day he would be fighting them or negotiating with them, and either way, his destiny was tied to theirs.”


5. Keep your friends close — and your rivals even closer. “Many of the guests mandela invited to the house he built in Qunu were people whom, he intimated to me, he did not wholly trust. He had them to dinner; he called to consult with them; he flattered them and gave them gifts. Mandela is a man of invincible charm — and he has often used that charm to even greater effect on his rivals than on his allies. On Robben Island, Mandela would always include in his brain trust men he neither liked nor relied on.… Mandela believed that embracing his rivals was a way of controlling them: they were more dangerous on their own than within his circle of influence. He cherished loyalty, but he was never obsessed by it. After all, he used to say, ‘people act in their own interest.’ It was simply a fact of human nature, not a flaw or a defect.”


6. Appearances matter — and remember to smile. “When Mandela was running for the presidency in 1994, he knew that symbols mattered as much as substance. He was never a great public speaker, and people often tuned out what he was saying after the first few minutes. But it was the iconography that people understood. When he was on a platform, he would always do the toyi-toyi, the township dance that was an emblem of the struggle. But more important was that dazzling, beatific, all-inclusive smile.”


7. Nothing is black or white. “Life is never either/or. Decisions are complex, and there are always competing factors. To look for simple explanations is the bias of the human brain, but it doesn’t correspond to reality. Nothing is ever as straightforward as it appears. Mandela is comfortable with contradiction. As a politician, he was a pragmatist who saw the world as infinitely nuanced. Much of this, I believe, came from living as a black man under an apartheid system that offered a daily regimen of excruciating and debilitating moral choices: Do I defer to the white boss to get the job I want and avoid a punishment? Do I carry my pass? …. Mandela’s calculus was always, What is the end that I seek, and what is the most practical way to get there?”


8. Quitting is leading too. “Knowing how to abandon a failed idea, task or relationship is often the most difficult kind of decision a leader has to make. In many ways, Mandela’s greatest legacy as President of South Africa is the way he chose to leave it. When he was elected in 1994, Mandela probably could have pressed to be President for life — and there were many who felt that in return for his years in prison, that was the least South Africa could do.…. ‘His job was to set the course,’ says Ramaphosa, ‘not to steer the ship.’ He knows that leaders lead as much by what they choose not to do as what they do.”

Mandela is a great leader and role model for us all...


Source: GEORGE AMBLER, The Practice of Leadership

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LEADERSHIP LESSONS FROM GEESE

Fact 1: As each goose flaps its wings it creates an “uplift” for the birds that follow. By flying in a “V” formation, the whole flock adds 71% greater flying range than if each bird flew alone.
Lesson: People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of one another.


Fact 2: When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it.
Lesson: If we have as much sense as a goose we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others.


Fact 3: When the lead goose tires, it rotates back into the formation and another goose flies to the point position.
Lesson: It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each other’s skills, capabilities and unique arrangements of gifts, talents or resources.


Fact 4: The geese flying in formation honk to encourage those up front to keep up their speed.
Lesson: We need to make sure honking is encouraging. In groups where there is encouragement the production is much greater. The power of encouragement (to stand by one’s heart or core values and encourage the heart and core of others) is the quality of honking we seek.


Fact 5: When a goose gets sick, wounded, or shot down, two geese drop out of formation and follow it down to help and protect it. They stay with it until it dies or is able to fly again. Then, they launch out with another formation or catch up with the flock.
Lesson: If we have as much sense as geese, we will stand by each other in difficult times as well as when we are strong.


Source: GEORGE AMBLER, The Practice of Leadership

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10 AMAZING TRUTHS ABOUT LEADERSHIP

1. Leadership is influence,
2. Everything rises and falls on Leadership,
3. Leadership must be in the hands of few, ministry in the hands of many,
4. Leadership takes responsibility for every area of the task,
5. The most important ingredient in Leadership is credibility,
6. Leaders possess tremendous faith in people,
7. Leadership can be taught,
8. Great Leaders are effective communicators of vision,
9. Problem solving is the quickest way to gain Leadership,
10. Great Leadership is always assisted by other people.

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6 Cs OF INSECURITY

The following symptoms usually indicate feelings of insecurities;

1. Comparison - We compare ourselves with others and keep score.
2. Compensation - We feel like a victim and must compensate for our losses.
3. Competition - We become self-consumed and try to outdo others for attention.
4. Compulsion - We feel driven to perform in order to gain other's approval.
5. Condemnation - We judge others or ourselves, resulting in self-pity or conceit.
6. Control - We feel we must take charge, protect our interests, and manipulate.

Source: The Maxwell Leadership Bible, John C. Maxwell

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LEADERSHIP PRINCIPLES FOR DECISION MAKING

1. Good leaders influence the decisions of others,
2. Good decision makers want God in the center of the process,
3. Good decision making respects the power of God,
4. Good decision fosters joy and celebration,
5. Good leaders place God's agenda ahead pf their own,
6. Good decision makers listen to others,
7. Good leaders positively affect future generations,
8. Good decisions determine future conditions.

Source: The Maxwell Leadership Bible, John C. Maxwell

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THE VALUE OF VISION

Vision unites,
Vision provides a center for leadership,
Vision dominates inner conversation,
Vision inspires greatness,
Vision attracts others to the leader.

"Your vision may be the purest and simplest but, if you haven't got the technique to express it, your vision will not be communicated. It's when the technique becomes a end in itself that it becomes reprehensible." - Denis Quilley, in Judith Cook (1976:9)


Source: The Maxwell Leadership Bible, John C. Maxwell

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HOW TO RECOGNIZE A LEADER

One becomes a leader long before he/she ever receives a title or attains a position. People will recognize your special qualities when you have accomplished something. True leaders always declare themselves without making any announcements. 


However, here are a few mistakes we make when picking a leader;


a) Looking at looks
b) Picking from the past,
c) Picking from the pecking order,
d) Opting for age and tenure over ability.

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