A recent phone conversation with a mentee led me to discover the incredible impact of leaders creating moments for others. Our relationship began four years ago when he served as a new freshman in the West Point cadet company I oversaw. Now a senior, in our conversation a few weeks ago, he shared a story from his freshman year where he was struggling to collect all the items he needed for a unit inspection that was occurring, which he was already late for. He recalled being flustered and after frantically searching his entire room for the necessary items and not finding them, he hopefully looked for any support in the barracks hallway. I happen to be in the hallway at that moment, heading to observe the inspection myself, when I encountered the cadet. He was embarrassed but looked to me for what to do.More
I recently had a junior leader that I mentor in my office visibly distraught over the lack of perceived change and growth that had occurred within his 130-person team since he took responsibility of leading them some 20 weeks prior. He laid out his efforts up to that point of raising performance and expectation standards, holding members accountable, and doing what he could to explain the intent behind the team’s efforts and priorities. However, he felt that no one on the team was buying in to his efforts, committing, or even caring. He believed he was doing everything right – what he could and needed to do to improve the team through his efforts – but growth was not occurring.
As this leader spoke, I knew his intentions were in the right place and he cared deeply. Yet, as I continued to listen, I couldn’t help but think back to two foundational ideas that heavily influence my leadership style and intentions; there were certainly at play in his scenario:
“People buy into the leader before they buy into the vision.” – John C. Maxwell
“People are interested in those who are interested in them.”
I believed this leader was facing a challenge to many of us at some stage. The challenge is that in an effort to build effective teams, leaders unintentionally overlook the personal, human-dimension of cohesion; we see team members for the value they bring to the team and fail to simply see them as human beings who have worth no matter what. We unfortunately have a limited view of what defines an effective team and the full range of team cohesion sources that feed into it. So, to build effective teams of committed people that last, leaders need to start with a people-first mentality and fully understand what team cohesion actually is.More
“No one sets out to intentionally be the ‘worst boss,’ but no one becomes the ‘best boss’ unless they are intentional.”
–J. Morgan, friend of 3×5 Leadership
Being an intentional leader and consistently deliberate in our approaches have become key to the few critical bedrock principles of effective leadership through more than a decade of pursuing my passion for leadership and developing other leaders. Intentional leaders who are deliberate in their approaches take ownership for their responsibilities and their team, are thoughtful in how they act and why, are careful in their decisions, remain considerate of the impacts they have, and ultimately are incredibly caring for those placed in their charge. As our friend, J. Morgan, asserts above, we cannot be the ‘best boss’ or the outstanding leader that people deserve without a consistent commitment to being intentional.More
The key to success in today’s technology-saturated, complex, and adapt-or-die environment is cohesive and disciplined teams. Standard chain of command, pyramid-shaped organizational structures are no longer sufficient. We need people and teams to adapt, act on disciplined initiative, and solve and prevent problems at their own level. And today’s cohesive teams are inclusive teams.
Today’s leaders need to be inclusive ones. So, regardless of rank, position, or industry / field, we need to talk about inclusive leadership.More