This is guest post is by Dr. Janice Presser, CEO of The Gabriel Institute. She is the architect of the technology that measures Teamability™ and is a recognized thought leader in qualitative assessment and human infrastructure management concepts. Please join our guests, Dr. Janice Presser and Paul Sevcik on the Twitter chat, #KaizenBiz, this Friday, October 26th at 5pm BST/12pm ET/9am PT as we focus on how Role-fit and team synergy will trump individual ‘perfection’ every time.
Leadership isn’t easy, but there are a lot of people who can tell you how it’s done! You can find about 69,000 of them on Amazon.com. Read a few and soon you will be ready for the fitting of your halo and wings.
Last year, I answered a question about Leadership on Quora.com. I have a special place in my heart for this website. The questions that people ask and answer there can range from tough to touching. The question I picked was, ‘What are the top 10 interpersonal skills found in great leaders?’ It was irresistible because I’ve met a lot of people who seem to believe that a team is only as good as its leader, and that is just not so!
Here’s my ‘Top 10’:
- They are team players.
- They are coherent (neither rigid not diffuse) in all their interactions with others.
- Depending on what they are leading, they are either highly inspirational, in which case people are drawn to follow them and their vision, or they are excellent at shepherding people toward the goal. Occasionally you find people who are good at both.
- They take initiative, especially in innovation companies – they seize the moment and go for the opportunity.
- They clearly get that other people have a point of view that may not be an exact mirror of theirs. (They might not like it, but they definitely get it.)
- They aren’t consumed by greed. Their ambition and desire to win extends to their team, organization, stakeholders, and especially their customers.
- They aren’t know-it-alls, even though they are generally smart.
- They know how to be able depend on other people – their trust is highly desired and valued.
- They respect all living things. (That includes ‘silicon-based life forms’ – the technology that runs the company.)
- They openly express their faith in their team, that together they can achieve the vision.
Leaders need to acknowledge their imperfections and that is actually the perfect team’s scenario. Everything you do not do well calls for someone on your team who does do it well and loves having the opportunity. This gives the team, as an entity in and of itself, a much greater chance of being perfect than a ‘perfect’ leader ever could, or should.
Leadership is not a formula, or a style, or a canon. Neither can it be adequately described as a series of traits or bits and pieces of experience. Leadership is intertwined with situational context, and thus leadership is a team sport. In the end, all that matters is that, collectively, your team is pulling together to achieve its mission.
Roles as filling needs of the team
There is a way to describe what any team needs, in terms of the people who are attracted to fill those needs. Each has a Role. Not a ‘role’ – like a job title or a set of responsibilities – but Role in the language of Teamability™: the manner or mode in which a given person seeks to make a meaningful contributions to meet team needs.
Not perfect and yet better
When you understand that you cannot do all of these things well, you may feel angry, or cheated, or sad in your imperfection. Or, you may suddenly realize that your moments of greatest joy and fulfillment have come when you were entirely immersed in contributions that were aligned with Your Role – and that in those moments, you were grateful for the others on your team who were also experiencing joy in performing their own ‘life’s mission.’ When people and teams function this way, they generate tremendous positive synergy and performance, producing real business value for an organization.
How do you define perfection? How has being perfect – or imperfect – impacted your life at work and beyond?
What are the absolutely basic requirements for your job? Do you like doing all of them? If you don’t, how do you deal with that?
When you have to work with someone, what happens? Do you mesh? Do you feel you give and get? What do you do when it doesn’t work?
What happens when you want to lead but no one is following? Or when people want to follow you but you really don’t feel comfortable ‘leading’ them?
What do you do when other people on your team frustrate you?
How do you best serve your organization or team? How does that bring you joy?
About the author: Dr. Janice Presser is the CEO of The Gabriel Institute and the architect of the technology that measures Teamability™ and is a recognized thought leader in qualitative assessment and human infrastructure management concepts. Her new book, slated for release in November of 2012, will explore the theoretical and physical foundations of ‘teaming,’ and their profound impact on the structure, development, and leadership of teams.