While we were interviewing some employees to participate in a survey about the work environment and what they actually think the best place to work in, One of the employees said that she just quit her job at a commercial bank, when I asked her why that happened? She replied “My Boss didn’t know how to motivate me, he didn’t even try; all what he asks for is the work that should be done, but never asks what makes us motivated to do work appropriately!”
This is a very important question, Poor leadership like this is all too common, and not enough is done about it.
The problem: there are too many bosses, but too few leaders around. The difference is simple: leaders do whatever it takes to maximize their employees’ engagement; while bosses just want to enjoy the privileges of their position. While most organizations offer leadership training, it’s usually formulaic, and based on competency models and copy-cat role playing.
To turn bosses into leaders, we must rethink our approach to leadership development. To begin with, let’s take a closer look at the differences between the two:
1- Leaders find limitless energy within themselves to create a better future
Bosses cling to the past and cope with the present.
2- Leaders are clear about their purpose at all times
Bosses seldom have a purpose and live a reactive existence.
3- Leaders lead with values
Bosses command with position power.
4- Leaders willingly recruit co-leaders and share both authority and responsibility
Bosses assign responsibility but do not share authority.
5- Leaders successfully move from “I” to “We” and create conditions for collective success
Bosses stay fixated on “I” and create conditions to maximize personal success.
“It’s easy to get good players. But getting them to play together, that’s the hard part. “
So, How to Become the Leader of a Team?
- Build trust between team members.
- Inspire and motivate teamwork for achieving goals.
- Influence valuable changes.
- Be open to new ideas coming from team members.
- Consult frequently with key team members.
- Establish an open discussion for decision-making.
- Distinguish the team from others – create an identity for the team.
- Encourage and support independent thinking.
- Recognize the skills of key team members and utilize their strengths to the benefit of the team.
- Define and state expectations and objectives with the team members. Ensure that all members understand the missions ahead.
- Eliminate disagreements between members – be the mediator. Set a behavioral code if necessary.
- Consider giving incentives to boost results.
- Evaluate results in a timely fashion.