The Role of a Leader

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Your ability to negotiate, communicate, influence, and persuade others to do things is absolutely indispensable to everything you accomplish in life. The most effective men and women in every area are those who can quite competently organize the cooperation and assistance of other people toward the accomplishment of important goals and objectives.

Of course, everyone you meet has different values, opinions, attitudes, beliefs, cultural values, work habits, goals, ambitions, and dreams. Because of this incredible diversity of human resources, it has never been more difficult and yet more necessary for diplomatic leaders to emerge and form these people into high-performing teams.

Fortunately, leaders are made, not born. You learn to become a leader by doing what other excellent leaders have done before you. You become proficient in your job or skill, and then you become proficient at understanding the motivations and behaviors of other people. As a leader, you combine your personal competencies with the competencies of a variety of others into a smoothly functioning team that can out-play and out-perform all its competitors.
When you become a team leader, even if your team only consists of one other person, you must immediately develop a whole new set of leadership skills. In order to determine what these skills are, you need to consider the genesis of high-performing teams.

Teams generally go through four phases as they evolve toward high performance. These stages are called forming, storming, norming, and performing.
The forming stage is very important, perhaps even critical, to the success of the team. Your ability to select the proper team members in order to accomplish a particular task—personal or business—is the mark of the superior leader. If you select the wrong people in the first place, it becomes almost impossible afterward to build a winning team, just as it would be impossible to win athletic championships with unskilled or ill-suited players.
In the forming stage, the team members come together and begin to get a feeling for each other. There will be a good deal of discussion, argument, disagreement, personal expression of likes and dislikes, and the forming of friendly alliances between team members.

This stage, especially the discussions and conversations that take place, may seem time consuming, but it is absolutely indispensable to the development of a unified group of people that you can lead. One of the most important qualities of a leader is that of patience. And patience is never more necessary than when you are going through the early stages of assembling your team.

The second stage of team development is called storming. Storming is a shortened form of the word “brainstorming.” It is during this stage when the group, whose members are now comfortable with each other, begins the hard work of setting goals and deadlines, dividing up the tasks, and getting on with the job. During the storming phase, people learn about the contributions that each member can make to achieve the purposes of the team.

The third stage of team development is called norming. This is where norms and standards are established among the team members so that everyone feels secure and confident in his or her place. All members know what is expected and how it is to be measured. And all members are aware of the responsibilities and obligations that they have, not only to the job, but to the each other as well. Your ability as a leader to promote the norming process is critical to the success of the team.

The fourth stage of team development is performing. In the final analysis, your ability to get results is all that really matters. Your lifestyle, your rate of promotion and level of rewards, and your respect and esteem among your co-workers and bosses will all be determined by your ability to perform and to get others to perform.

The conclusion of this blog discussing the qualities of revolutionary leaders will be posted here on Friday at Extraordinary Partnerships at http://www.trippbraden.com.

About The Author
Brian Tracy is legendary in sales addressing more than 250,000 men and women each year on the subjects of management, leadership, and sales effectiveness. He has produced more than 300 audio/video programs and has written 26 books, including his just-released books “Create Your Own Future,” “Victory,” and “TurboStrategy.” He can be reached at (858) 481-2977 or www.briantracy.com.

About the Author

Tripp Braden partners with entrepreneurs and senior executives on their high engagement C-Suite communication and content marketing strategies.

He believes client education is the best way of building trust and long term sustainable growth.

His consulting practice focuses on second stage entrepreneurs, technology organizations, and senior level business executives. Tripp partners with clients to develop high impact C-Suite communication and account based marketing strategies.

If you’re interested in learning more, contact Tripp at tbraden@marketleadership.net or send him an invite on LinkedIn. You can find Tripp’s business growth blog at Market Leadership Journal.

Tripp Braden – who has written posts on Empowering Serving Leaders.


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