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Building A Winning Team
Technical Leadership Capabilities
Brian Sutton, Robina Chatham
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eBook - ePub
Building A Winning Team
Technical Leadership Capabilities
Brian Sutton, Robina Chatham
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The development of technical leadership capabilities is often overlooked as a training requirement in organisations but skills such as critical thinking and knowing when and how to exert your influence are key to business success.In this book management experts Brian Sutton and Robina Chatham describe and explain five management techniques to help you develop your leadership capabilities and build a winning team. With real life examples, tips and mini exercises, you'll also boost your soft skills as you steer your team to success.
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Information
Thema
BusinessThema
LeadershipThe focus of this chapter is helping your team to see your value to them as a leader. This involves learning to listen more than speak, to ask rather than tell, to open doors so people can shine, becoming attuned to the unusual or unexpected and above all making sure credit for good things always lands in the right place.
WHY IS THIS IMPORTANT?
Many IT people get promoted to a leadership position because they are good at their current job and that job is likely to be a technical one. The role of a leader is, however, very different from that of a âdoerâ. Often IT people are expected to perform as a leader with little training, guidance or preparation and just to make this even more difficult, there are seldom good role models to follow. Sometimes you may find yourselves having to lead former âworkmatesâ and, other times, you may find yourself leading very intelligent technicians with little respect, or regard, for the leadership role. As you become a more experienced leader, you also become more distant from your technical roots and soon find that the people in your team know much more than you do about the technical aspects of their job. Whatever your circumstances, you need to earn the respect of your team.
Leadership is an art, rather than a science; it is not just about process and procedure: it is about communication, influence, teamwork and the ability to inspire and motivate others. It is about keeping your eyes open and your hands off, rather than your eyes down and your hands on. It is about asking the right questions, rather than searching for or providing the right answers.
THE IMPACT OF THE ISSUE
If your staff donât respect you or your role as their leader, you will not get the best out of them and sometimes you will get the very worst due to boredom, frustration or simply because âthey canât be botheredâ.
If you are ineffective in your leadership role the organisation will have suffered a double whammy; it will have lost a valuable team member while gaining a poor leader. Principal reasons for this include:
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Poor communication â staff donât know what is expected of them or how they are meant to do it.
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Lack of teamwork â staff expend effort in âdoing their own thingâ; there are no guiding principles to bring the individual members of the team together.
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Lack of a shared and compelling vision â there isnât anything for the team members to believe in; no group purpose or vision to see where they are heading.
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Lack of urgency â there is no drive, energy or motivation to perform and achieve.
MAKING SENSE OF IT ALL
Leadership is not about having all the answers or always being right; in fact one of the best ways of gaining trust from your team is to openly demonstrate some humility. Increasingly this is being termed âHumble Leadershipâ and is characterised by a willingness to admit mistakes, empower followers and take risks for the greater good (that includes putting the needs of your organisation or team before your own needs).
Remember your success rests on the willingness of your team to volunteer their energy and initiative to your cause. Telling them what to do may produce short-term compliant behaviour but gaining their trust and releasing their potential is the only sure way of producing long-term commitment and results.
As the leader, you enjoy levels of organisational access that are not available to your team. You get to hear things that they donât, you are invited into discussions that are closed to them and your level of organisational autonomy allows you to access resources and leverage relationships that can help your teams work with much less stress. Your team has to play the hand of cards that it is dealt, but your position allows you the opportunity to stack the deck slightly in its favour.
PRACTICAL ADVICE
Successful team leadership requires you to simultaneously operate at multiple levels of both attention and abstraction. You need to be able to focus on important details whilst never losing sight of the greater goal; this ability to zoom in and zoom out is a key skill and not a simple one to master. You also need to exercise your influence and relationship-building skills in every direction: downwards, sideways and upwards.