Growth (individual, team, mission, & leader) anchors itself in 3 things: Depth, Diversity, Development.
- Depth—Allows leader to function in other capacities and keep their eyes open for others situations and opportunities,
- Diversity—the world may see things from another angle
- Development—leadership continues to be passed forward
The best teams are made with leaders who take the time to let others make decisions. That’s freedom, trust, and strength.
Change itself isn’t the hard part. It’s how leaders allows the outcome to, well, come.
Leadership during change is less about their own doing. The leader’s role has to do with facilitating others, acknowledging their capacitable (new word!) presence, and allowing them to be alive.
In both individual and team sports performance– just like any other area of performance– athletes bring a particular skillset or specialty to the table. The thing many people don’t realize is that it’s not about “high” performance everyday. As a matter of fact, those moments are very controlled in order to gain the most when it matters. Those matters create true performance flow. As a leader you have the same responsibility of creation for the members of your team.
Actual team outcomes are most powerful when there is alignment. Alignment doesn’t mean shoving people into what needs to be done. It’s about the people, the outcomes, the organization finding synonymy. Natural leaders manage and mentor this well—where they actually are, what is most natural for them, and how to find common ground with the mission.
There’s the what’s best for them, and there’s the “best action” for the leader developer. Two very distinct parts to make growing others’ leadership effective. Yet both fall with the developer—how to let them make that bank of experience up front, and how to follow-up.
Vulnerability is going to always be present. Leaders develop teams with two specific strengths to allow them to proactively function in those vulnerabilities: High-risk focus, and self-selecting your vulnerabilities. Follow it with three action-oriented ways to maximize effectiveness in vulnerability for leaders and everyone else, and you operate like super heroes.
One of our longer episodes, I think the value compounds significantly as the subject progresses!
Extending is a viewpoint that mentoring is not replication. The term embodies the nature of how the relationship works, not simply the visible actions (instruction, advice, look-outs) that make up mentoring. Simple for some, harder for others of us, it humbles us to avoid replication, whipping wide-open that 2-way street that is mentoring.
What you teach about what makes a good leader is as important to the followership as to the leadership—it sets their expectation of their leaders. To me, it boils down to trust. Trust comes from preparation. Preparation comes from resources the leader provides.
In other words, trust is in the leaders’ hands.
Outcome-based change– heck, any change– can bring fear and question marks. When anyone in the chain-of-action is neglected, the organizational leader has failed, even if the change or change leader “succeeds.” How is genuine validation achieved?
On the un-like teaching side, mentoring quite often has open-task goals. That can make actions (just what to do) a bit equally non-specific. By identifying “where” the work is, it allows you to define the factors/situation at hand. Then that automatically drives the needed actions. Understood well, it becomes portable, quick, and executable.