Do you ever wonder why your team isn’t as excited about that bold, new project as you are? Have you ever been disappointed when your motivating pep talk (the one you practiced for hours) falls on deaf ears? It may be that you’re trying to sell them on features and benefits about which they care not a whit.
Part of a leader’s job—a big part—is to define the destination. You can call it the vision, the target, the goal. At a certain point, these terms become almost interchangeable. They are all some version of “This is where we want to go.” Problems can arise, however, when the leader follows “This is where we want to go” with a rigid “And this is how we’re going to get there.”
Leaders—good leaders, that is—put a lot of thought into the makeup of the various teams for which they’re responsible. They’re very concerned with, as Jim Collins put it, “getting the right people on the bus.” I’ve even written about the 5 people you should have on your team (you can read that post by clicking here). But, what about the size of the team? It turns out, when it comes to teams, size does matter.
Call it what you will—mastermind group, advisory board, brain trust, group of drinking buddies that help you solve your problems—we can all benefit from a trusted group of friends and colleagues to bounce ideas off, gain new perspectives, and grow our businesses. Many of my professional speaker buddies belong to two, three, or even ...
Social media and technology have made it easier than ever to connect with others. It’s great to know that with tools like Skype and others, you can connect instantly and in real time with a colleague or family member across town, across the country, or across the globe. That said, nothing beats (or ever will beat) face-to-face, in person contact.
As a business speaker who helps extraordinary leaders produce extraordinary results, I’m often asked, “How can I get my team excited about the outcome? How can I get my team to ‘buy-in‘? How can I get my team engaged?” Believe me, as a leader who’s led a team to extraordinary results, I’ve asked those same questions.
It’s easy to blame a team member for underperforming. As a leader, however, you may be partially responsible. The bottom line is this: if your team isn’t performing as well as you’d like them to, it may be because your expectations are too low.