IDEA TO ACTION QUOTE: Trust people and they will be true to you. Treat them great and they will show themselves great - Ralph Waldo Emerson.
According to John C Maxwell, effective leaders have an intuitive ability to 'understand others by discerning how they feel and recognizing what they sense'. This, he says, does not require as much time as some leaders imagine.
In his article 'Words to learn by' Maxwell proposes three fundamental questions that leaders can ask of themselves and of the individuals in their teams to aid this knowledge.
1. What do you dream about?
2. What do you cry about?
3. What makes you happy?
He contends that if you can uncover a person's dreams, hurts and joys, you've discovered the central dimensions of their life.
If you do not know your team's dreams hurts and joys, and would like to, do this exercise:
First, ask yourself and answer the questions listed above. In doing so, you will enhance your self-awareness. This self observation leads to a strong sense of identity. According to Steve Iman, this will in turn facilitate your identification with the work of life rather than the roles of life. It allows for the release of curiosity and creativity.
Then share your answers with your team to allow them to learn about you, before you ask them to answer the questions for their own self-discovery. Being open earns commitments from others to integrate with your thoughts, feelings and the problems you see. Such transparency is the first step in earning leadership credentials.
Finally, ask your team to share their answers with one another. This practice will bring team members closer together. Sharing is one way to build trust within the team. Trust makes it possible to get along without judging one another, without needing to have everything in writing, without having to play policeman or bureaucrat.
As Iman says, 'each person in the team is either open and trusting, willing to take risks and start by being themselves, or they are on the defending side seeking roles, being guarded, anxious to find structure and security. Members who have developed withholding skills are particularly adept at fouling up the system.'
You can influence which way your team sways. |