Brought to you by Jeff Thoren, DVM  

Who wouldn’t want every single person in their organization to take the initiative to meet challenges and solve problems?  But since people, by and large, have been formed by experiences in hierarchical families, schools and workplaces, we typically learn how to be followers, not leaders.  We tend to sit back and just do what we’re told.

Some leadership books and training programs reinforce the idea that it’s the leader’s job to be in charge -- of goals, of projects, of meetings, of productivity, of performance -- and that team members are there primarily to carry out the needs and wishes of the leader.  In this kind of environment, team members are neither expected nor intended to have a real voice or to be involved in planning and decision making.

Fear not ... developing fully engaged team members and an environment where leadership is distributed is possible!!

Here’s this month’s feature ...

What Makes a Good Team Member? by Linda Adams

From - Link & Learn Newsletter, June 2005

Highlights from the article:

• Using our full capacities and developing our full potential is, unfortunately, still something that is valued in only a rare handful of workplaces.  Because of our experiences in mostly hierarchical environments, we learn to take few risks and wait on the person with the title or leadership role for guidance.
    

• So how can leadership be distributed?  Developing fully engaged team members certainly can’t happen overnight.  The successful organization needs to undertake the long-term effort to foster a climate in which employees feel free to think, problem-solve, innovate, express their opinions and collaborate.
    

• Probably the single most important element in that climate is the leader’s willingness and ability to listen with understanding to the contributions of team members.
    

• Even more effective is explicit training geared toward teaching team members in how to express their opinions, ideas, and feelings whether positive or negative in a non-blameful, respectful way; how to listen in a non-judgmental, accepting way; and how to resolve conflicts with others so both sides get their needs met.
    

• When team members experience a climate in which their full involvement and participation is valued over a long, consistent period of time and they have the communication and conflict resolution skills they need, the result is a workforce with more energy, more motivation, more commitment, more confidence, and more coherence.

For the full text article, go to ...
http://www.linkageinc.com/company/news_events/link_learn_enewsletter/
archive/2005/06_05_team_member_adams.aspx

Listening and Leadership

Many people take for granted their ability to listen effectively and are surprised to find that others don’t think they listen well.  Interestingly, assessments administered by the Center for Creative Leadership (CCL) indicate that many leaders fall short on abilities that directly relate to their listening skills, including:

• Dealing with people’s feelings.

• Accepting criticism well.

• Trying to understand what other people think before making judgments about them.

• Encouraging direct reports to share.

• Using feedback to make necessary changes in their behavior.

• Being open to the input of others.

• Taking another’s perspective; imagining someone else’s point of view.

Signs that your listening skills aren’t up to par include:

• Being driven to distraction.  Multi-tasking is a liability when you need to listen and concentrate on what another person is trying to say.  Do you sit behind your desk, accept phone calls, shuffle papers or other wise communicate by your activities or gestures that you are not fully attentive?
    

• Moving on.  Whether pressed for time or just accustomed to moving through issues quickly, many leaders have a hard time concentrating on what is being said.  Often they mentally shift to what comes next.  How often do you think about your response rather than focusing on what the other person is saying?
    

• Problem solving.  Many leaders feel compelled to be the expert and offer a solution to a problem right away.  Poor listeners give advice too soon.  Do you suggest what should be done before the other person has fully explained his or her perspective?
    

• Downplaying feelings.  Emotions are part of people’s work experience.  Poor listeners dismiss other people’s feelings.  They also miss out on important insights into what is going on among employees.  Do you tell people not to feel the way they do?  Are you at a loss when another person expresses emotions?
    

• Shunning silence.  Many leaders make it a point to fill any silences, or they feel obligated to respond to every comment.  These reactions cut short the other person’s time to think and react.  Do you talk significantly more than the other person talks?

The ability to listen effectively is an essential skill for everyone, but few of us know just what it takes to become a better listener.  Improve your ability to connect with others by learning the skill of active listening! 

Check out The Big 6: An Active Listening Skill Set from CCL’s Leading Effectively e-Newsletter.

Next Month

If you think leadership is about being a boss and getting people on the same page, think again.  It’s about being a colleague and getting people to talk to and connect with each other.

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