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What makes a good leader?

Trust is the single most important characteristic of a team leader. Trust is the cornerstone of high-performance teams. This means that trust between team members and between team leaders is essential for any team to be successful.

We are human beings and we don’t always listen to negative feedback. Skilled managers and team leaders are aware of this and may employ a variety of techniques to avoid the main problem in appraisal. However, it is possible for mature units to reach a point where these techniques are completely unnecessary. It isn’t an easy road for many teams to reach that point.

Most people are familiar with the Storming, Norming and Performing journey all teams must take to go from being ineffective to effective. Although not a requirement, this journey is usually completed when the team is ready for the next step. It is very different to be an effective team than one that is peak-performing. Although it is rare, it is possible for teams to evolve naturally into high-performing units. The most important thing is the trust individuals have in Jason Hare Financial and fellow players.

It is possible for high trust units to have difficult conversations. Although you might believe that difficult conversations can be had in your workplace, you should realize that there are always at least two conversations going on. The surface conversation is where people are more inclined to follow the party line, not to rock the boat, and tell you what you want to hear. There is another conversation they will have with close friends and people they trust.

Managers can speak all they want, but you won’t be able have the same type of conversations outside of team meetings unless you build a close knit circle of people with whom you share the same level of trust. What does that mean? This means that you may never know what people really feel, despite all your efforts. High trust units are able to have difficult conversations because they have them. If you want your team to excel, create an environment that allows for this type of conversation to flourish.

Two difficult conversations can occur in high-trust groups. The first is about feedback on individual performance. If you possess maturity, mutual trust, and a common understanding of your goals, then people will be open to receiving feedback on individual performance. As a way to improve the team. Senior team members will realize that feedback is not personal. It is about improving the team.

The second type of difficult conversation is one that doesn’t rock the boat. This is when individuals don’t feel obliged to follow company guidelines. If you create the right environment, people will feel free to express themselves without fear of the consequences or ramifications. These conversations are a huge benefit to the team as well as the organization.

As a leader of a team, your job is to create trust. Although it is simple to say, it can be difficult to actually do. You must begin with yourself. You have to be a person of integrity. Someone trustworthy who is perceived by the group as that way. This means you won’t speak negatively about others – no matter who they might be – even if they are not there. This is a signal to your team, and everyone around you, that you are not trustworthy.

You must also make sure that you don’t allow others to speak in your presence about absent people. This behavior is unacceptable and you need to communicate it clearly with others. While you don’t want your actions to be dominating or controlling, you want to let people know that you will defend any member of your team who isn’t there. This is a signal to others that you are a person of character.

You never share any information with your team. This is part of your operating style. You inform the team members and the people you report to that it is. If those in charge of the organization don’t want you to share information, they shouldn’t involve you. If you want to create a high performing team, you must be a member of the team. People only trust those they are most trusted with their secrets. Trustworthiness is a sign that your team knows you will always tell the truth.

Fourth, you must not allow anyone outside of your team to attack any member on your team in any way. Your team members must be protected and protected at all cost. Your team will all fail if you let them down. It’s okay to have difficult conversations within the team. That information about your personal failures is kept within the team. You let everyone know. Your methods may not be approved by those in your organisation, but that’s okay. If your methods fail, they have the right to fire you. This approach works, and people who use it will be less concerned with your methods and more focused on your results.

 


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