Being a Leader

You’re number one on the team. You have got to be inspiring in order to ensure that others are inspired. You have got to demonstrate patience—as well as impatience—on occasions. You’ve got to be decisive. Firm in decision, while being considerate in execution. You’ve got to listen—and be prepared to hear what you perhaps don’t want to hear.

You’ve got to build your team around you. It goes without saying that you have got to know at all times where you are going to lead them. And, if conditions change and you need to change direction, make sure you keep them briefed, and hold their attention, while you do. Think of your team as an orchestra. You are the conductor. You choose the music, the players, the instruments. You have got to build that team so well that you can get a symphony out of them. Every time. This is how seriously you must approach team building, as well as anticipating the huge joy of a bravura performance.

You must be able to manage, delegate, and super- vise. This last—supervision—is most important. Mere delegation, followed by the assumption that all will be well, usually doesn’t work. That’s merely delegation by abstention. Delegate in that way, and disaster awaits you. You must nurture your team and watch them grow. Be caring and compassionate. Praise them in public, and, if you must reprimand them, do it in private.

You should try to nurture an open style, being open, being human, even showing your vulnerability at times. Vulnerability can greatly increase credibility. None of us like people who seem cold and inhuman.

A human approach to running your team will be far more effective than a rules-based culture. Allowing your team to have fun—and, sometimes, having fun with them—will help make sure they are there for you when times are tough.

Never, ever, be afraid to ask a question, even if it may sound stupid, or you might fear showing your ignorance. There is no such thing as a stupid question.

Having the welfare of your team members in the forefront of your mind will pay rich dividends—especially when they are, themselves, going through hard times. Make sure that they feel valued, respected, cared for and appreciated. Do as you would be done by.

Remember, above all, that people take most decisions for emotional reasons. They may justify them with logic, but the underlying reason for almost every decision is, at root, an emotional one.

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