While there appears to be no “I“ in “team“ , from my perspective, this could not be further from the truth.
And I am not alone in this thinking. Many a business executive knows this only too well.
We have the strivers. And among them, the achievers, the activators and the competitors. Where the clock is ticking. Time is money. Task-orientation rules the day! “Where’s the next challenge?“ they shout.
And then there are the thinkers: analysts, restorers and strategists. Clocks are banned. Facts and figures are called for. “Prove it!“ they insist.
And where would business be without the relators. Those communicators, commanders and includers. Where the clocks tick, but are not heard. Time is theirs. People-orientation rules the day. “We need to explain!“ they plead. “We need to pace and include!“
With such an array of talents at its fingertips, leadership can only succeed. But this is easier said than done.
I worked with the head of a subsidiary who had a clear sense of direction and a high need for achievement. His leadership team knew exactly where the business needed to be. And when. It needed to be there “yesterday.“ As always.
When we met to discuss how best to trigger excellence in the leadership team, my client was quick to point out that he wanted a fully engaged team on board. There were deliverables to be honored. There were deadlines to be met.
For my client, leaders needed to be assertive. Even aggressive. He was allergic to head-nodders. And observers left him cold.
Two of his direct reports failed to show these competencies. My client’s impatience with at least one of these direct reports was no secret. In fact, his impatience had now turned into rejection. And avoidance.
So while clarity of purpose was certainly there, quality of relationships was most definitely lagging behind.
Knowing my client to be a keen golfer, I asked him what his favorite golf club was? Was it the driver? That club used to tee off at the beginning of a hole and send the ball as far as possible. Or, was it the iron? Used to propel the ball along the fairway. Out of the rough. Out of the sand. Onto the green. Or, could it be the putter? The club used on the green for short-distance, low-speed strokes. The club needed to roll the ball into the hole.
I was not at all surprised to learn that my client’s favorite club was the driver! My client loved teeing-off. He loved long shots. And when I asked him where he felt most under pressure, he found himself instantly on the green. With that putter in his hands.
Then came my challenge. I asked him to allocate a golf club to each of his direct reports. And sure enough – without hesitation – the putters landed in the hands of the two members of the team with whom he had issues! This time, it was my client who was the silent observer. The head-nodder.
Four years down the road, my client’s game has improved significantly. On the golf course. And in his business environment. He now knows that while you cannot get to the green without the driver and the irons, you most certainly cannot win the game without the putters.
Misinterpreting talents for weaknesses can harm. Can hinder. Even destroy. Not only individual players. But indeed the team. And the game itself.
Do you recognize those talents at your fingertips?
photograph: © Bastos / Fotolia.
