David Piccione.com

As the final Leadership Primer article, I want to speak briefly about one of the main tasks any leader, especially a new leader will undertake. Building a team that not only reacts to the leader but produces high quality results reflects directly on the leader’s ability.

If you’ve recently been placed in a position of leadership, its most likely that you have assumed direction of an already existing group of people. There are few situations where you’re lucky enough to build a team from scratch. It’s important to observe the dynamics of the team that you’ve joined as long as possible before taking action. Using the “if it ain’t broke don’t fix it” approach, keep in mind that you are the one big change here. It’s highly possible that your team is already performing at stratospheric levels. If this is the case, the best action is no action.

Regardless of the team’s current performance, or whether it exists or not, as a new leader you should be looking at conducting the following analysis.

Determine the Team’s Purpose

The first thing to do is figure out what the purpose your team exists to fulfill. It seems stupid, but in modern corporate life this can sometimes be gut check time. You may find it evident that your new found role is useless because the team, in reality, has no purpose. It’s important to never attempt to lead a team that you don’t believe in 100%. You will fail, no matter how wonderful you are. Basically, if both the role and necessity of the team aren’t immediately apparent to both you and your peers, you may have an issue where the best course of action is to disband.

As you conclude the role of your team, you should continually ask yourself if the team is doing its best to meet its goals. You should also continue to evaluate whether the stated purpose of the team is in fact what is being done. It may be that another, equally important task is being accomplished that is more appropriate.

Analyze The Individuals

Your next step is to observe and interact with your team individually. You do this by being a part of the regular day to day activity while focusing on learning each person. How do they think? What are their likes? What are their dislikes? How do they learn? What are they good at? What are they not good at?

It’s important to analyze individuals as they stand because they are the building blocks of your team. Your team purpose will require that your team has certain areas of aptitude, perhaps in different areas. Do your people have the skills? Additionally, a good leader will modify her approach to an individual’s personality and tastes. What motivational tools will work with the people in your group? What won’t?

You answer all these questions by becoming an expert on the individuals that comprise your team.

Analyze The Team Dynamic

Once you’ve got a good handle on how each person works, you’ll want to take a good chunk of time to see how they work together. Again, this may seem obvious, but it is highly important for a leader or manager to understand the subtleties of the group dynamic. Who are best friends? Who are the knowledge centers? Who are the leaders? Which relationships are toxic?

More importantly, you’ll need to take stock of how the team works as a whole. How do they reach consensus? Do they wait for direction or do they take the initiative? Are there one or two people that naturally lead, or are they all equally capable?

All teams are different, and you’ll need to establish the particulars of yours.

Promote the Leaders

In every group, there are those that gravitate towards the spotlight and naturally lead, and those that are more comfortable playing a subservient role. It’s important to note that depending on the people in the group, a person could play differing roles. Good leaders create more leaders, so it’s important to encourage those that have talent to develop by nurturing the leadership instinct.

How do you figure out who the leaders are? Always be thinking: If I got promoted tomorrow, who would I want to have in charge of this team? It’s important that you immediately begin to plan for your succession. First, it allows for the eventuality, (nothing like being so indispensable you can’t be promoted) and second, it instills a good morale on the team, as those with leadership skills recognize a real and viable reward.

You can “promote” either literally or figuratively. Remember that the group has most likely decided who the leaders are, but as the appointed authority figure, you’ve got to decide if this jives with the direction of the team’s purpose. Be careful here, as you are beginning to walk into the minefield that is group dynamics, and there made be a few mines you don’t know about. This is especially true when you are affected by seniority that doesn’t correspond to performance. Play it slow and make baby steps.

Release the Incompetent and Mis-Tasked

It doesn’t always occur that team has members that just aren’t working out. When this is the case though, it’s important to both identify them and act as fast as possible. The incompetent are easily identified. Have no mercy here or you will only exacerbate any existing problem you have. Unfortunately, this is one of the times where being a leader is a thankless task.

The “mis-tasked” however present a greater challenge. Often, these people do not realize that they either possess the wrong skills or traits for their current position. The task of the leader is to ensure that the individual in question is not identified as incompetent and feels a sense of improvement at being removed from their team. Ideally, there is another team that suits their skills within the greater organization. Unfortunately, the mis-tasked may need to depart for pastures better suited to their taste in grass.

This is always the last step in the team building process and you’ll really need to watch the timing here. Too soon and the team loses trust in your character, too long and the team will view you as weak.

Observe, Then Act

The series of steps listed above should always be performed in two cycles. The first time through, the leader is only observing. Making notes and mental calculations along the way and re-evaluating the situation as each analysis point is concluded. Only after the leader has the complete picture of the end result should she begin to act; first by defining a purpose, then by analyzing the team, then by adjusting team positions and roles.

By following this simple process, a new leader will be well on their way to establishing a strong, tight knit team that is capable of high performance. With few exceptions, it is the leader that will adapt to the team and not the team to the leader. With a reputation for building successful teams, a leader will find that this task becomes easier throughout their careers.