Leadership is often defined as a process of influencing others to accomplish a task by providing purpose, direction, and motivation. A good leader sets the plan in place, organizes resources and makes sure everyone understands what’s going on, orients the team members and then lets them go. Leadership is about relationship building. It’s not always about a product, technological advance or delivering results; it is more of a human endeavor.
All leaders should be in tune with four key factors of leadership: the led, the leader, the situation and the communication. All four factors must always be considerations when exercising leadership, but at different moments, they affect each other differently. The key factor in one circ*mstance may have little importance in another. All four factors of leadership must be used when deciding a course, a direction of action. Mistakes happen when leaders fail to consider all four leadership factors and to see how they affect each other in a particular mission or task.
The Led
The led are the people you are trying to bring together as a team, the people you are ultimately responsible for. The group is defined by having three things in common:
1. A common goal (shared pool of meaning)
2. Interdependence in achieving that goal; that is, they all need one another for success
3. Knowing and acting as if they have a common goal; that is, consciously responding to their interdependence.
To keep the team moving together and forward toward the goal, remember that all team members should not be led the same way.
Get to know your team as individuals. I’m not talking about their shoe size or favorite candy bar, but about what’s inside them–their motivational features. What draws them to some activities and what tasks do they try to avoid? What turns them on and off? How hard are they willing and able to push themselves under stress and pressure, not just in general, but with these particular teammates and in these particular circ*mstances?
It is precisely in this area of “what makes them tick” that leaders most frequently fail. This is where young leaders have their greatest difficulties and where even experienced leaders, despite their wisdom, sometimes lose sight of the ultimate purpose of leadership: to give others the purpose, direction and motivation to be successful on their own.
Assess the competence and commitment of your team. This allows you to take the appropriate actions at the correct time. A team member with a new job may need more of your attention and supervision than one who is already experienced at the same job. A team member with low self-confidence needs your support and encouragement. A hard-working employee who is focused on the mission deserves your recognition. A team member who intentionally does not follow your guidance or fails to meet team standards has earned your stern counseling and reprimand. There has to be metrics in place and everyone has to know what they are.
Ensure (always) that each team member is treated with dignity and respect. You must create an environment that encourages your team to participate actively and want to help you accomplish the mission. Key ingredients to develop this relationship are mutual trust, respect, confidence and safety. What I mean by safety is that they must feel safe and free from retribution for saying what is on their mind.
The Leader
You get what you give. As a leader, you must have an honest understanding of who you are, what you know, and what you can and cannot do; “know thy self.”
Know your personal strengths and weaknesses, capabilities and limitations. You need to be able to discipline yourself in order to lead your team effectively.
Look honestly at yourself. If you have trouble assessing yourself, ask your leader what he or she would like to see you change about the way you lead others. Seek counsel from your peers and seek an experienced team member to ask, “How well do you think I lead?”
Acknowledge that you are never alone. Set up a 360 so you aren’t the only one gathering information that will drive action.
The Situation
All situations are different. Leadership actions that work in one situation may not necessarily work in another. Consider all available resources before determining the best leadership action to take. In identifying resources, remember PET (people, equipment/resources and time).
Consider the team’s level of competence, motivation and commitment to perform the mission or task. In one situation, you may have to supervise the team’s work closely. In another, your main job might be to encourage and motivate individuals who are well qualified to accomplish the task. Sometimes, the situation will require that you do a bit of both. The term micro manage usually has a negative connotation to it. But I learned in this program that some team members who may be less skilled actually need it.
Consider the timing of your actions. For example, confronting a team member may be the correct decision, but if the confrontation occurs too soon or too late, or it is done in front of their peers, the results may not be what you intended.
We all make mistakes. If you take the wrong action, reanalyze the situation take quick corrective action and move on. Remember BRAD-back up, regroup, assess the situation, and drive on. Learn and reflect from your mistakes and those of others, but don’t dwell on them during the mission.
The Communication
Communication is the exchange of information and ideas from one person to another. Effective communication occurs when others understand exactly what you are trying to tell them; and when you understand precisely what they are trying to tell you–whether it’s oral, written or physical interaction alone, or some combination of them.
A leader communicates standards by your example and by what behaviors you ignore, reward, punish or counsel. Different situations call for different types of communication. Your tone of voice, choice of words and physical actions combine to affect those you lead.
Say the correct thing, at the appropriate moment and in the right manner. Through your methods of communication, you encourage your team to follow you and your directions. You must earn their trust and confidence. What and how you communicate either, fuels trust and confidence or erodes it.
Convey the facts and requirements of the mission accurately without the added confusion of your personal bias regardless of how hard you have to refrain.
Pay attention to exactly what your team members mean when they communicate with you. Employ all your active listening skills. Teams pay heed to leaders who listen to their concerns.
Emotions are an important part of communications, and good listening is hard work. Look at the person speaking. Observe not only what is said, but also how it is said, since emotions are an important part of communication.
Pete Stevens is a former US Army Paratrooper and was assigned to multiple Special Operations unitsfrom 1980-2010. His latest deployment was in support of Operation Iraqi Freedom (Tikrit ,Iraq 06-07).He has a Bachelors of Science degree in History from Charter Oak State College and recently finished the Masters program in Management and Leadership at Albertus Magnus College.
He currently manages two non- profit offices that assists veterans in need and gives motivationalspeeches on management and leadership.
