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