The Hindu Business Line : Building-blocks of teams

One of the distinguishing features of leaders is their strong personal motivation and high levels of energy and enthusiasm, says Enda Larkin in Ready to Lead ( www.landmarkonthenet.com).

“Some people start thinking about work when they clock in, or after their first coffee; others think about finishing the working day before they even start it. Not you as a leader,” he distinguishes. As leader, you should begin to focus on work from the minute you start to get ready in the morning, emphasises Larkin.

This does not mean that you will turn into a nerd, or become obsessed about it, he clarifies. “Just that you will make sure to get the simple things right like your appearance and arrive at work mentally prepared for the day. You should also consider your personal health and fitness, because this will contribute to your energy levels at work.”

For, it is through a leader’s motivation, energy, and enthusiasm that he or she will really achieve things; the leader sets the example, which positively impacts those around. The opposite also holds true, the author cautions. “So, don’t be the dark cloud that enters the office every day!”

Another essential leadership quality discussed in the book is approachability. Managers often make statements like ‘my door is always open’ and assume that their employees will see this as meaning they are open, observes Larkin. “But there is no point in the door being always open if people are too scared to enter, or can’t be bothered to go in because they lack respect for what’s inside.” Being approachable is more than just making time for people, he explains.

A chapter on ‘the eight building-blocks of teams’ should be of great value to readers. Interestingly, all the eight elements are pairs of Cs, like cohesion and commitment, continuity and change, and composition and compatibility.

The final building-block, ‘climate and conflict,’ is right at the core, because it is ‘a direct outcome of the other building-blocks being in place.’ Constantly monitor the climate within your team, advises Larkin. “Address blockages as soon as you identify them. Make sure you do not inhibit constructive conflict, but do control it.”

There will be highs and lows, but if the leader sees prolonged periods when people are unhappy, then there is a need to take steps to deal with the problem, he guides.

“Heated debate, reasoned argument and other such forms of conflict – when focused on issues, not personalities – should be encouraged not stifled.”
All great leaders think teams, not groups, the author counsels. “The quality of your team will play a big part in your success, so make sure you get it right.” When you are taking over an existing team, many elements within the eight blocks may already be in place to some degree and your target will have to be to maximise their impact, says Larkin.
To those in leadership positions, he suggests, “Allow a short period of time at the end of each day, week and month to ask yourself: Did I act like an effective leader? What did I do well? What must I do better next time?” There will undoubtedly be a few bumps along the way, Larkin alerts. “Don’t let them dishearten you. You will make mistakes, but don’t make the same one twice.”
Useful addition to the manager’s shelf.

D. Murali

http://BookPeek.blogspot.com

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