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- If the team is successful, the leader is successful. So it is imperative that the team succeeds or the leader won’t. Your role as the leader is to provide coaching, resources, relationships, teaching, and training for the team. Help them craft their strategic plan, and then let them go execute the plan with excellence.
- Yes, there needs to be periodic assessment and feedback around the mission and objectives. But use this time of accountability for alignment and encouragement. The team wants to succeed, but they need to be assured that they are succeeding at the right things.
- Indeed, the team is where the leader has led them. If the team is unfocused and ineffective, start by looking in the mirror. You are not responsible to do the work for the team, but you are responsible for providing an environment that encourages team success. The leader sets the pace for focused, diligent, creative, systematic, and wise work.
- Your affirmation and the ability to help others contribute are catalysts for team success. Therefore, don’t hold back team members. Be secure to set them free to use their passions, skills, and gifts. They will eventually perform better than you. This is what you want. You want the team to surpass any results you could accomplish alone.
- So allow the team to succeed by:
- • Coaching but not micromanaging--offer regular feedback.
- • Providing resources and training--invest in technology and development.
- • Promoting team members--give them the opportunity to replace or surpass you.
- How can I balance inspecting what’s expected without micromanaging? When was the last time I provided for and encouraged a team member’s personal development?
- As a leader, taking the blame is the responsible thing to do. Leaders “keep the buck” of blame instead of passing it on. They are equally as quick to take the blame as to share the credit. When there is a breakdown in process or a “dropped ball” of responsibility, the only name mentioned is their own.
- Leaders are the culprit in a crisis. Like a surge protector, they buffer the team from blame by standing in the gap with loving leadership. They have no claim to fame but do take the blame when things go south. A leader’s example of blame taking is infectious to followers. Followers unconsciously find themselves emulating the same blame ownership in their spheres of influence. “I am responsible,” and “I missed the deadline” are common statements of blame takers.
- Take the blame by:
- • Admitting you blew it--this promotes authenticity and responsibility in the team.
- • Not making excuses or blaming others--this gets beyond the problem to solutions.
- • Learning from your mistakes--this communicates teachability, maturity, and a
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commitment to excellence.
- What situation do I need to take responsibility for? What team member do I need to protect?
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