Page 28 - Building the Team from Inside Out

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Building the Team from the INSIDE
the leadership trumpets and ensure people understand your arrival in
this role—for a great leader rarely focuses on the position or title they
hold but on their ability to effectuate change through their potential
to access information, goods and services. They focus on establishing
relationships with people. The title allows for great opportunity but
the title is just a title. People inflated by their titles need to get over
themselves and realize that a title is a blessing and an opportunity
to be used for the good of the whole. When people get together to
accomplish any goal, attitude, knowledge, wisdom, skills, teamwork
and the ability to gain access to what is needed are paramount. Ef-
fective leaders and smart people need not herald their level of skill
and intelligence to the world, the world will know it. The same goes
for titles—when you’re good, people will know who you are and the
contribution you make to an organization.
When speaking about power and positions, anyone who has ever
worked for a micromanager has an intimate understanding of its defi-
nition and the characteristics that make up this type of manager. A
true leader will not work for a micromanager for they will not allow
any individual to snuff the flame of their creativity and independence
from their midst. A micromanager is in need of enriching their self-
mastery journey because it is fear and insecurity that drives that lead-
ership style. It’s difficult to trust other people when a person can’t
trust themselves. Micromanagement is exhausting for subordinates
and their workgroups. Long term, micromanagers will be ineffective
and the workgroup will be far less successful than the potential that
may have originally existed. It is highly likely that fear will have
permeated more than the personality of the work team as its tentacles
often stifle creativity and illicit bouts of decision making paralysis
throughout. Micromanagers don’t like to take many risks, as the fear
that permeates their thoughts (conscious and otherwise) affects the
decisions they make. It’s better to swing and strike out sometimes,
then to never swing at all. The potential to hit a home run will never
be met if the fear of striking out takes precedence and prevents the
swing in the first place. Some micromanagers don’t realize that they
are one. That mystery is easily solved for those leaders who wonder
and want to know. They would merely have to ask somebody who re-
ported to them that was brave enough to have the verbal exchange. It’s
essential that this subordinate, however, was made to feel safe about
having the discussion. They would need to feel confident that negative
consequences would not follow an honest dialog.