| Introduction: "Why the need for a transition" | | | | Leaders have a view of the big picture in mind. But the |
| Human beings generally thrive on personal | | | | challenge for leaders lies in balancing the needs of |
| achievements. True leaders, on the other hand, thrive | | | | many stakeholders: owners, employees, customers, |
| on the achievements of their team members. Highly | | | | and community. Because of this challenge, team |
| effective leaders guide, assist, and coach team | | | | members can feel alienated when unpopular decisions |
| members rather than do the work themselves. | | | | must be made. Leadership can be hard. It is impossible |
| Successful leaders learn to trust others and spend | | | | to please everyone all of the time. While the need for |
| time developing people. They often do not possess | | | | belonging and connecting with the group is important, |
| these abilities when they first assume a leadership | | | | leaders know the mission and vision takes |
| position. These abilities develop over time. New leaders | | | | precedence. Sometimes a leader should make waves, |
| can create a rift with employees because the leader | | | | champion change, and challenge people's comfort |
| may become too "hands on," thus frustrating | | | | zone. Leaders may not always relish conflict, but they |
| employees with too many controls and over | | | | are not afraid of it either. Leaders are guided by |
| supervision. The transition to leadership may also | | | | standards, principles, and core values. Leaders focus |
| create some personal tension because the leader's | | | | on what is right, not who is right. |
| self-worth now depends on the efforts of others. In | | | | Leaders know they can't make people happy. People |
| short, a successful transition to leadership means | | | | have to take ownership and control of their own |
| leader's have to shift their orientation and source of | | | | happiness. Leaders do not focus on personalities |
| self-esteem, develop confidence in others and derive | | | | factors. At times, the individual self-interests of a team |
| satisfaction from their achievements. | | | | member may be in opposition with the interests of the |
| The Substance: "How to make the transition." | | | | group. Leaders concentrate on shared interests and |
| Successful leaders re-define their need for power and | | | | the team goal. Consequently, the driving force behind a |
| control. Team members normally value a certain | | | | team is a leader who treats team members with |
| amount of freedom and autonomy. People want to | | | | respect, while keeping the vision in mind. People are |
| influence the events around them and not be controlled | | | | different and you have to treat people differently yet |
| by an over-bearing leader. When you are the individual | | | | fairly. |
| contributor, close to the work itself, you are the master | | | | Conclusion: Gaining a positive outlook. |
| in control of your circumstances; your personal | | | | The process of transitioning into a leadership position |
| performance has a big effect on your satisfaction and | | | | can be smoother if leaders can monitor and manage |
| motivation. The situation is different when you become | | | | their outlook and perspective. Leadership training, |
| a leader. Your personal contribution is less direct; you | | | | education, tools, and systems are very important. |
| often operate behind the scenes. Coaches work best | | | | However, without the right outlook, new and even |
| from the sidelines and during practice and intermission, | | | | veteran leaders will experience serious difficulties and |
| not when the lights are on and the game is under way. | | | | unrest. Reflect and examine your own leadership |
| Leaders create frustration for everyone when they try | | | | attitude and perspective. Develop an intentional plan to |
| to be involved in every project and expect team | | | | work on areas that need improvement. Build your skills, |
| members to check-in before beginning every task. | | | | and get a coach or mentor to help you. Be proactive, |
| World-class leaders delegate. They learn to trust. This | | | | set goals, and track progress. Notice your behavior |
| means giving up some control. Leaders learn to live | | | | patterns. Don't take over a task when someone is just |
| with the risks and knowledge that someone else may | | | | looking for your input. Be patient. Leadership training is a |
| do things a little differently. Every person is unique, and | | | | life-long development process. Don't be afraid to share |
| they will individualize certain aspects of their work. | | | | your goals and vision with your team members. |
| When leaders don't empower and delegate, they can | | | | Positive change can occur with commitment and |
| become ineffective and overwhelmed. In turn, team | | | | persistence. |
| members feel underutilized and therefore less | | | | CMOE was founded in 1978 with the vision and |
| motivated. | | | | mission to help improve individual leadership and team |
| Finally, leaders learn to transition in other critical ways. | | | | member skills within organizations. |
| They learn how to live with occasional feelings of | | | | For professional information on leadership training, visit |
| separation and people don't always accept their | | | | CMOE or contact us at (801) 569-3444. ©CMOE |
| decisions when faced with gut wrenching situations. | | | | Inc. 2005 - Written by the CMOE development team. |