Tag Archives: Leadership

Three Reasons Why Teamwork Makes Life and Work an Easier, and a More Rewarding Game.

Getting along with others can be difficult at times, even ‘painful’ depending on what you are trying to do. We all have different methods for getting things done, we all work at iStock-618547236-group-work-170712different speeds, and WILL have different philosophies about what needs to be done. That’s all part of dealing with people.

Working as a team, whether it is a family unit, a sports team, a business organization, or a country makes us all much more productive. As a coherent, working team with would have an opportunity to use various specialties and skills. We can hold each other accountable, and provide feedback on what is wrong and what is right. We can learn from each other and make our work better.

There are of course many ways in which teamwork makes life and work easier and more rewarding. I have found that the following have the greatest impact.

Frees Us Up to Get Better Work Done More Often

Working alone on a project is great, you get to produce something amazing, and you get to do it how you want to get it done. However, when you are working as part of a team you might not have those luxuries. But there are a lot more benefits.

Working on a team can be frustrating at first, you might ‘Butt Heads’ when trying to figure out just who is going to do what and how. After this period of conflict, and after you figure your stuff out, the team will discover that it can accomplish a lot more than it could as individuals.

Successful teams produce more because they can tap into that magic that creates success, PuzzlePiecescollective resources! Working on a project by yourself means that you only have YOUR SKILLS, and YOUR KNOWLEDGE to get the job done. Working on a team you get the advantage of; multiple skill bases, multiple viewpoints, and multiple hands in the mix to get the job done faster. Sure, that means that there might be more of a chance for mistakes, but when you have more eyes on the project, your more likely to catch them before they become serious.

There are three questions that your group must ask itself if it is going to get better work done, and more often;

  1. Am I On the Team for Myself, or Am I In It For The Team?

It is important that everyone on the team realize that they are a ‘Team’. It is fine to know that you are the best at what you do and that you might, in fact, be indispensable to the team. But if that means that distracts you from the goal of the team to further your own ends (Glory, Recognition, Money…), then you should not be there.

Primadonnas can be great! They can be entertaining, they can even serve as a ‘Rallying Point’ for the team. But they often can serve as a distraction, especially when they start serving their own egos and end goals. It is up to the team leaders to ‘reign them in’ and make sure that the ‘primadonna’ is contributing to and serving the team and not themselves.

2. Do I Know the Goal of The Team?

Team leaders should make sure that everyone on the team knows the ‘end goal’ for the team. It is kind of difficult to accomplish a task, or reach a goal, without knowing the; Why? What? Where? When? And How? Sure, you might not need to know every little detail (you might not want to know), but you should be aware of the pertinent information. Be aware of; why is this goal important? What is the ‘end goal’ of the team? Where is my position on the team? When will this goal be reached? How are we going to get to the goal?

If you are unaware of the goal of the team, then you might want to ask and make yourself aware or leave the team.

3. Am I A Good Fit For The Team? Is The Team Benefiting From My Being There?

Ok, so this one is two questions, but they contribute to a single outcome. Production.

We all enjoy working with people with similar; working styles, attitudes and motivations. But do these working styles work together and is the team benefiting from them. If these working styles mesh and produce excellent work…. great! If they do not, then it is up to you and your team’s leadership to figure out if there is another position on the team that you might work better in. You might work better on a different team, and you must accept that for the good of the team.

Builds Morale and Gives Us Confidence

Human beings, for the most part, are very social creatures. We take great comfort in being part of a group, whether it is a small group (team or a family) or a large group. And creates confidence in us when we can contribute to the betterment of that group or team. individual-coaching(Bushak, 2015) It builds self-esteem knowing that we have done something that will have a lasting impact on an organization or group.

It also builds morale in us individually and as a group knowing that we have the group’s support. When we know that someone has ‘our back’ we feel more secure with being creative, going outside of our ‘comfort zone’. In other words, innovating!

People who feel secure and valued are more likely to contribute their best work and more of it.

Makes Learning Easier and Happen More Often

Learning is one of the things that we do most as human beings. We are busy learning every waking moment of every day, whether we realize it or not. Our brains are constantly taking in information, updating information, and using that information. When do we learn the most? When we are working/playing/creating with others!

Would you rather have things told too you, or would you rather discuss and debate them with your teammates? Discussing topics with friends and coworkers make them more pliable and easier to understand for us and the group.

Learning with a team is often more successful because:

  • Constant Reinforcement

Learning in a team environment means that you can discuss and debate the facts with your friends and colleagues. This ‘repetition’ provides constant reinforcement of those facts in your memory, which means they are more likely to ‘stick’.

  • Feedback Works

When we are learning, we need some kind of feedback. We need the ability to assess ourselves and the direction our learning is going. Groups and teams provide that feedback. Sure, we could assess our own work and learning direction, but that is usually unreliable subjective self-feedback. Our teams/groups can provide that objective feedback on our progress that we need.

shutterstock_97221119-leadershipSuccessful teams depend on leadership. It could be someone who just happens to take on the mantle of ‘Leader’, or maybe someone who is decided will be the ‘Leader’ or the group could provide mutual direction amongst itself. Leadership is critical.

Leadership should be there to guide and direct talent, not ‘badger’ and micromanage. Micromanagers usually elicit self-doubt and frustration from groups. This is usually because the members of the group know what they are supposed to be doing, but the leadership keeps putting their ‘two-cents’ in any way.

Team leaders should be collaborative, willing to listen to, work with and learn from team members. This should go for the entire team, you never know what you are going to learn from your team, so be open to anything and everything!

I am interested in starting a conversation about teamwork and its benefits. Please feel free to comment!


Bushak, L. (2015, June 16). Joining A Group Boosts Confidence And Self-Esteem Even More Than Having Friends. Retrieved from Medical Daily: http://www.medicaldaily.com/joining-group-boosts-confidence-and-self-esteem-even-more-having-friends-338534



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Filed under Behavior, Interaction, Leadership, Motivation, Organizational Psychology, Psychology, Team Building

Why Playing The ‘Short Game’ Almost Always Leaves You Short

         The Short Game, in sports this often means ‘playing it safe’, by making the short pass, or by taking the closer easier shot…..sure, by playing this way you’ll make progress, but the chance of hitting that ‘Home Run’ are all that more remote. In order to make real, and amazing progress you eventually have to take risks; on both the things you do and the people you trust (in both sports and business).

We as human beings like to play it safe; it makes us feel secure to keep OUR ducks in a row fishthinkbigger-copyand not take risks by sharing ourselves and what we have. We have our own little social network that we only feel that we can open up to and allow access to our resources. We want to play that short ‘safe’ game because we know what the results will be, and we know that our network will reap gains from it. This reaches back to ‘caveman times’ when we huddled in our social units; not communicating, not sharing, not TRUSTING in the abilities and awareness of others. Only when we as humans began this process of reaching out did we begin the process of emotional, technological, and social evolution.

It is extremely important that we as a people are able to reach out to others, and expand our knowledge base…..otherwise, we are stuck in our own little world, knowing the same things about the same stuff, and not learning anything (evolving)! Imagine if we never really ‘tried’, if we saw that next mountain and never asked “what is over on the other side?” If we never took the risk to find out! We would still be a people huddled in caves, with no hope for change. https://hbr.org/2013/10/the-hidden-dangers-of-playing-it-safe

Only by playing The Long Game, by taking risks, by being patient, by communicating (with everyone), by sharing, by seeing the ‘Big Picture’ from multiple viewpoints do we achieve tremendous gains on all fronts! That is, after all, one of the main reasons why we are here, isn’t it? To achieve. We are here to be the best people we can be, to create the best product possible, to take care of each other so that we can succeed as a species!

Teamwork has been the human method of survival for many thousands of years, depending on our ‘human team’ for resources and assistance, and like it or not……we are all on the same team, supposedly playing the same ‘game’ (unfortunately not all by the same rules).

There are a number of key aspects to playing The Long Game that makes it easier to not drop the ball. It’s might not be easy for some of us, but it is well worth the effort.

  • Shut Up and Listen – Just remember that you don’t know everything! We all know something about something and are experts in our own area(s). The person that you least expect might be able to contribute an idea or resource that could change your; life, business, social standing, or even attitude towards all of the above. You don’t know what someone is going to contributshutite, so why not give them the chance to voice their opinion or idea(s)? If what they have to say, or for that matter what they can do, doesn’t fit in with what you are trying to accomplish, fine. You haven’t really lost much other than a few minutes of your time, but you have gained the knowledge of what that person is capable of, and what that person knows (and that is GOLDEN). Don’t forget to voice your opinions too, let the group know what you need…..you never know who or what someone else knows! Knowledge is Power!
  • Give Credit Where It Is Due – When you do something great (or even mediocre) don’t you want to be recognized for doing it? Sure, we all do. When someone puts effort into doing ANYTHING they want some sort of recognition for doing it, it’s only human to expect this. You don’t necessarily have to throw a party every time the garbage is taken out or every time someone clears a paper jam, but if you want people to keep doing things for you, it is really important to at least give them a ‘pat on the back’ or a “thank you”. Besides, it actually feels good to offer someone recognition, you both get a rush of Oxytocin (one of those ‘feel good’ hormones) and this will make you both want to do it again (this actually gives people further incentive to do an even BETTER job more and more often). http://www.forbes.com/sites/joshbersin/2012/04/30/how-the-trust-molecule-drives-business-performance/#7e2b12ec2f13
  • Don’t Think ‘You’re All That’ – Sure, it’s great to realize that you are awesome at what you do and that you get things done the way they need to be done! BUT, just Creativeremember that somewhere out there is someone who might just do what you do better than you. People like working with people who are humble. When a member of a group expounds on their abilities and accomplishments (especially a group leader), this often overshadows the others and makes less of the group’s successes. Don’t worry, people will recognize your achievements and abilities for what they are; the important thing is the accomplishments of the group. Don’t Make it About You, Make It About The Team! Confidence is Infectious!
  • Be Patient – Remember the old saying “Good things happen to those who wait“, it’s actually true! By being patient and taking your time in what you are doing will reap you more rewards than rushing and making a mess of things. By taking your time, by setting achievable deadlines, and by allowing others to keep pace, you will avoid;
    • Mistakes – This one speaks for itself. When we rush, we forget steps, we miss key elements, and just generally make a mess.
    • Missed opportunities – Very often opportunities will present themselves to add to a project or task, or actually improve on what you are doing. But, if you are rushing you might miss those opportunities.
    • Not allowing your job or project to achieve true fruition – Often a project or task requires time and thought to allow it to be completed to its maximum effect (to allow for greater success). By rushing, you might miss out on the maximum return-on-investment (ROI).
  • Play Fair – No one likes a cheat! By playing by the rules you level the playing field, allowing everyone to work together better….remember, teamwork! By not playing fairfair, this causes three things (or more) that are extremely disruptive to the idea of teamwork:
    1. Kills Trust – When was the last time you trusted someone who didn’t play by the rules? I would imagine probably never. Sure it might somehow feel good knowing that you have the upper-hand and every advantage in the book, but it doesn’t feel so good to everyone else who has to work and play with you! People want to trust that their co-workers and friends can achieve through their own skills and abilities, and not by skirting the rules.
    2. Causes Confusion – When someone is playing by a different set of rules than the rest of the team, people are either going to; butt heads, or not know what is exactly going on! We humans don’t really like confusion (sometimes it can be fun, but not when important stuff is on the line), we as a species like to know what we have to do, when it needs to be done, and how we can go about doing it. When confusion comes into the picture (especially in business, most of us spend a lot of time trying to figure out why or how something different is happening, rather than focusing on the task that needs doing).
    3. How Do You Want To Be Remembered – Would you rather be remembered as someone who got things done the wrong way, or as someone who achieved something great the correct way? This is something that we all should ask ourselves when we are trying to accomplish something. Most of us would like to be remembered as someone who has the skill to get this done properly. The group should be able to be remembered for what they got done, and how they ALL worked together to complete the job…that is true GREATNESS! You Can’t Take It With You, But Actions Last!
  • And, Give Back – Always remember to share in the spoils of victory (or any other accomplishment). You wouldn’t be where you are today without your friends, family, and co-workers. From the CEO down to the janitorial staff, all of them contributed to where you and your company are today (or they have the potential to contribute). By making everyone feel like they are part of the social group/team they will want to do great things and contribute to the continued success of the group!

Sometimes you have to play The Short Game in order to get things done (when there is a time crunch or an emergency), it’s fine to shift into that mode for the ‘short term’. Never forget the big picture, that the only way to make the really big and profitable advances is to invest in people and utilize their skills and abilities.

True, there are those out there who exclusively play The Short Game; they see the golf-ball-549228_1920short-term vision and don’t take true risks on people and work, and they do achieve some level of financial and social gain. But fortunately, there are people out there with true vision, with patience, who are willing to take risks on people and resources to achieve amazing gains…..true leaders!

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Why Google Works….and why some companies just don’t quite get there.

We all know Google, the information/technology mega-juggernaut that has quite effectively changed the world and the way that we all look at our always useful friend “The Internet”. Google has brought us more in touch with so much useful information, in fun and interesting ways…so much so, that Google has become an actual unofficial “verb” in our everyday language. But why is Google so darn successful when other technology companies might fail? It’s not like other companies don’t have access to the same hardware, or that Google has a monopoly on the use of technology. It’s not as if Google has sole access to elite marketing firms. So why is Google so successful? I’ll tell you why……the people, and Google’s approach toward them.
images (8)People……not the product. Of course the product is important, but a company that understands that when you hire the best talent and let them do what they know best, they will produce the best quality products and services, and will usually continue to do so without argument. When management creates an air of fun, and community at work that ‘employees’ can look forward to on a daily basis…..they will enjoy coming to work, and not dread it. When your people know that your company is as invested in them as much as you what them to be invested in the company, they will go above and beyond to create the best products possible. Micromanagement just doesn’t seem to work anymore, people are too interconnected, to well-informed, and often just aren’t willing to have someone looking over their shoulder (no one really wants that, do we?).
Making your people feel ‘indispensable’ (even if both you and they know they actually are Indispensable-300x214not) gives them the incentive to be ‘creative’, to do great things, to make sure to create bigger and better products that they are proud of! This will create an inherent ‘investment’ in the success of the company, not just ‘worry’ about the success of the individual.
So……let them do what they are best at, let them play! Successful organizations, especially the new ‘up and comers’, understand that people who enjoy what they are doing and the environment in which they are doing it, will do their job better! Long since past are the days when you could insist that an employee do any job, micromanage the heck out of them, and get a quality product. Technology has advanced too far, and products are too sophisticated to get quality from just anyone.
People often work best in a relaxed environment (especially in Tech Corporations), where they can be creative on their own terms, and not having to watch their backs all the time to see who is looking over their shoulders. Team work is about utilizing each others best skills, combining them with others to achieve optimal results……allowing creativity to flow, occasionally hitting some rough patches or stoppages, but eventually reaching their end goal. Google and other tech companies seem to understand this.
It is important to trust your employees to do their jobs, people like being trusted, it empowers and energizes them and gets them excited about coming to work. The more that people feel ‘they’ did a great job, in their own creative way, the more they will feel invested in the product and the company…..very often their creative potential skyrockets as a result. Of course, there are those rare individuals who will take advantage of this level of freedom and just ‘slack off’, this is where the role of the Manager or Supervisor comes in, and you need to get them back on track.

Why are Google’s people so successful (and therefore the company)?
Comfort – No, I am not talking about the average Google programmer’s office chair. indexWhat I am talking about is that Google has taken the ‘worry’ out of the equation. Google has generated an environment of security. Knowing that everything you will need to do your job as efficiently as possible is an extremely comfortable feeling. Technology companies today have taken on the correct attitude that when you have little to worry about, and feel safe with where you are working that frees you up to focus on the job and not all the other stuff.
Teamwork – The fact that Google only hires the best and the brightest gives its staff a tremendous collection of resources to work with! And, generally smart people find a way to work well with smart people. Of course I am sure there are creative disagreements, but this is usually the best method of developing superior products. And, the fact that Google is sooooo selective means that they can find people who will fit in to their dynamic environment.
Investment in the corporate team…..it isn’t always about the individual’s ability to achieve, it is about the ability of the corporation to achieve. Google’s people seem to be on a mission to make the best product possible because they believe in the corporation’s goals, an investment in the company means ‘Team First’, and that leads to complete success.
You Have My Back, I’ll Have Yours – When a company makes its employees feel climbing-mountain-012supported and important, nine times out of ten those employees will bend over backward to make sure that the company is successful! Trust is ‘key’ when it comes to an organization being a tremendous success. Hiring the right people, and then trusting them to do their jobs with a sense of maturity and fun results in a multitude of benefits. Being in a leadership position isn’t always about telling people ‘what to do’ and ‘how to do it’ (this does not inspire trust in you or your employee), it is about guiding your people toward the company’s ultimate goal, and backing them up when they need it but allowing them to figure out new ways of innovating and producing (this inspires trust all the way around).

As Multi-Billionaire Sir Richard Branson once said “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients”. A mantra (one of many) that has followed him throughout his incredibly successful career. Valued employees don’t want to be told ‘what to do’, they want to be allowed to do what they know how to do (that is why you hired them, for their expertise). They want to be guided in the direction that the company needs them to propel the organization, to be successful so they can make the company successful. They want to know they have the resources necessary to perform their jobs to the best of their abilities, in a place where they can enjoy doing it.

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When Leaders Start Leading Too Much

It is hard to dispute the fact that we all need a little direction, a little guidance at some point in our lives. This either due to a lack ofDirection experience with a situation, a lack of fundamental knowledge about the subject matter, or it could just be a lack of motivation to accomplish the task in question. But, when is there too much leadership, and not enough exploration and growth on the part of those who seem to need that direction?

Leadership is often not so much about ability, it is more about responsibility and being able to management the skills and the abilities of those who are a part of your team. It is about being the one who is will to take on the role of mediating out when someone might need direction, and when they may not. It is part of the job of the leader to know when put pressure on some people to perform in a certain direction, and when to just let them do their own thing.

People very rarely like, or appreciate being led around by the nose constantly, always being told what to do and how it is going to be done. This leadership style has its place at times and may be necessary when emergencies arise, and there is absolutely no margin for error. But when this form of management becomes the norm in an organization, or even at home, this can cause resentment, discord, and even worse; complacency. Too much of this kind of leadership may send the message that the team isn’t trusted to figure things out on their own.

CreativeCreativity flourishes when people are given the freedom to ‘play’ and approach problems and situations with their own style and abilities. Innovation relies on a leader given their team the problem at hand, giving the team the restrictions placed on the leader, and then letting the team figure out a way around those restrictions to the solution.

The creativity that your leadership establishes also need a level of restraint, as you don’t want the members of you team losing sight of the established vision (Goodman, 2013). However these constraints should be realistic and allow for freedom of movement, and they should be consistent with your style of leadership.

As a leader, one should consistently be analyzing the approach toward team members, and whether or not the team’s production correlates with your style of leadership. This analysis should tell you when you team is responding to your methods, and when there needs to be a change. Your people may not always tell you when you either need to lay off the breaks or when they need more direction, this is part of the responsibility of leadership, the ‘knowing’, not always the ‘doing’.


Goodman, N. (2013, August 13). Striking the Perfect Balance Between Creative Freedom and Realistic Limits. Retrieved November 20, 2014, from Entrepreneur: http://www.entrepreneur.com/article/227673

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Filed under Behavior, Behavioral Psychology, Creativity, Interaction, Leadership, Organizational Psychology, Team Building

Corporate Psychopaths – Creators of Mayhem in Business

man-behind-mask-150x227       When most people hear the term ‘psychopath’ they usually think of someone who is hostile or violent, a person who is out to do them physical harm. This assumption is not exactly accurate; a psychopath, by definition is, Psychopaths are those one per cent of the population who have no conscience and who, therefore, demonstrate an egotistic and ruthless approach to living (Mathieu, Neumann, Babiak, & Hare, 2014). It is a lack of personal control that creates these violent tendencies that we associate with them.

But who are these ‘Corporate Psychopaths’? These are the people who you really feel that you want to know at first, but then you regret being acquainted with later on. They are the people who are ego-centric without concern for others, or how their actions affect others (in either a positive of negative manner), and who are the people who appear to be charming and ‘smooth-talkers’, then eventually turn into manipulative, hostile bullies.

The damage these individuals can do to a team or corporation is considerable, teams would be especially vulnerable to their effects. The havoc created by the corporate (or successful) psychopath is explained by social learning theory, that we as human beings learn vicariously by observing others, especially by watching influential role models who are credible to the observer (Bandura, 1971). When a fellow employees observes that another (or possibly others) is treating others with disrespect, hostility, and rudeness, this tells him or her that this is appropriate conduct for the situation, this toxic behavior will be magnified and proliferated throughout the organization (Boddy, 2013).

So, how do you as a corporate leader or HR Professional avoid the problems that these Bullies of the Business World can cause?

  • Have an internal succession plan that is aware of its people’s abilities and motivations. When you have a group of people who work well together and who know their jobs, be aware of this and groom them into leadership roles, ratherleadership-thumb-590x590-16830 than risk letting a bully work his or her way into the corporate infrastructure (Lipman, 2013).
  • Make hiring decisions based on tangible evidence. Be sure not to be taken in by appearances or mannerisms, corporate psychopaths will use charm and force of personality to find their way into a position of influence. Although it is important that a person in a leadership position possess these qualities to a degree, it is also important that any potential employee be able to ‘walk the walk’ as well as ‘talk the talk’ (Lipman, 2013).
  • During the interview process try and take a look at the ethical and moral character of any candidate. It is important that members of a team or corporation ‘fit in together’ and have some level of agreement on ethics and corporate morality. Although this may be hard to catch, the corporate psychopath may give ‘glimmers’ of disagreement with the organizations views on how people and work should be treated (Lipman, 2013).

So, the big question on the table is, if your organization is ‘infected’ by these corporate bullies, and about 4% of Pressurecorporate management positions have been (How to protect yourself from a ‘successful’ psychopath , 2013), what can you do about it?

  • Engage in a good, productive relationship with your boss (or your boss’s boss). This is always a good idea no matter who is involved, but when you throw a bully into the mix, having a great relationship with the ‘higher ups’ will make recognizing the great things that you do that much easier for upper management.
  • Don’t get sucked into playing their game. Take the more mature, higher ground and recognize the behavior for what it is, a person making themselves bigger than they really are.
  • Document abusive or counterproductive behavior. This will allow you to back yourself up if something more dramatic occurs in the future, and it will allow you to recognize this behavior again if it occurs.
  • Develop a close-knit, supportive team of people around you. Again, this is a good idea no matter who is involved as this practice will assist in maintaining the kind of creative energy and behavior that an innovative team requires.

We all know that dealing with different personalities can be difficult, and in the workplace this can be especially problematic when you don’t get it right. When ‘corporate psychopaths’ crop up and start sucking the creative and innovative energies out of an organization, this becomes an issue that should be dealt with sooner rather than later.

Through maintaining awareness of the conduct of people in our organizations, and creating a vision-oriented ethical standard that everyone can get on board with, this makes it easier to recognize aberrant behavior before it can get out of control.

Bandura, A. (1971). Social Learning Theory. General Learning Press.

Boddy, C. R. (2013). Corporate Psychopaths, Conflict, Employee Affective Well-Being and Countterproductive Work Behaviour. Journal of Business Ethics, 108.

Dictionary.com, LLC. (2014). Psychopath. Retrieved 10 16, 2014, from Dictionary.com: http://dictionary.reference.com/browse/psychopath

How to protect yourself from a ‘successful’ psychopath . (2013, 7 13). Retrieved 10 19, 2014, from New.com.au: http://www.news.com.au/finance/work/is-there-a-psychopath-in-the-cubicle-next-door/story-e6frfm9r-1226688173318

Lipman, V. (2013, 4 25). The Disturbing Link Between Psychopathy And Leadership. Retrieved 10 16, 2014, from Forbes.com: http://www.forbes.com/sites/victorlipman/2013/04/25/the-disturbing-link-between-psychopathy-and-leadership/

Mathieu, C., Neumann, C., Babiak, P., & Hare, R. D. (2014). A Dark Side of Leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences.


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Team Development Seems Like Herding Cats…….Not Really.

Team building and the process of forming effective and efficient teams can be a fun and rewarding experience. However, some people in corporate and social America can find creating dynamic and innovative teams a difficult process, and may actually equate this work as difficult as ‘herding cats’.

Part of the difficulty with this process may be that many members of the ‘team’ are not be invested in the project which the team has been tasked to complete; whether  it may be a short or long-term project. If the people you are leading, or working with on the project are not invested in it, are not in line with the corporate vision, they won’t put forth the maximum creative effort or generate the type of energy to facilitate the desired end goal.

One of the keys to generating this level of investment in the project is to maintain a consistent level of communication, 3344keeping everyone informed as to all aspects of the end goal and your progress toward it. We all want to ‘do a good job’, it feels good to complete a task successfully, by completing a task in a manner that we see as successful we get that serotonin rush and we want more.

Setting up ‘benchmarks’ for your team can actually perpetuate that ‘serotonin high’ throughout the course of the project, rather than waiting for that ‘feel good’ response at the end of the project,. Why not maintain that feeling during the course of the work you and your team members are doing. Remember, that feeling good is infectious, if your team feels good about what they are doing this can carry over into other parts of the organization.

Generating creative engagement can be made easier by developing a team with similar interests and abilities. This allows for a greater level of collaboration and innovation, but remember that skill set similarity can be a double edged sword that can help or hurt you.  Leadership requires a coherent team that is on the same page, and that sense of camaraderie generates a feeling of ‘social safety’ which usually winds up promoting a level of creativity that you might not find otherwise. However, if a leader doesn’t carefully introduce some ‘new blood’ into the group they can stagnate, and although the team may continue to work well together, they may no loimagesctsnger innovate. Also, by introducing someone new to the team, this always adds a level of renewed energy and vigor (besides the serotonin rush you get when you get to show the new person the great work you had done).

Understanding team building and development is critical to the success of any organization, and this starts with the type of leadership. There may be a certain ‘rush’ when leading a project on your own, but leading long term on your own isn’t much fun. Get your people involved in the innovative process and this will result in greater success, and less of a feeling of ‘herding a bunch of cats’.

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American Government……Leadership or Not?

I decided to take a look at our supposed leaders and examine thecrossword 14 aspects of true leadership and see if those who are in charge of our governments functioning are actually true leaders, or just a group who are being followed.

There are many aspects of leadership that are accepted by most psychologists and business people, however here(for the sake of time and space)we will discuss those few that are accepted as the most important.

The first aspect (and perhaps the most important) is do the leaders create a Vision that others can believe in, rally around andvision-vs-mision-statementsbecome a part of? This nations founders had a powerful vision, not only something that people could believe in and become a part of…but something that they would have to rally around to grow as individual and groups. Does the American government currently have a Vision that the people can believe in? Obamacare? Tax Reform? Jobs? The Economy? It really doesn’t appear so. One of the latest government approval rating shows that around 14% of Americans approve of the job the United States Congress is doing. President Obama is doing somewhat better at about 40% approval (Galllup)……These numbers show little belief in the government and it’s Vision.
The next aspect of leadership is being able to set goals that are achievable, and creating a dynamic that allows the group(in this case constitution-founding-fathersthe American people)to participate in achieving these goals. This principal of involvement allows others to offer their expertise and skills to making the goal possible, and this principal also creates the possibility for innovation and the establishment of new goals. This was one of the pillars that the United States of America was founded on, maximum utilization of expertise and participation. The marginalization of certain groups of people is causing harm to this nation, because we are not taking advantage of their expertise and skills, all because they are different or don’t have as much as others. Leadership is not occurring if only the leaders are participating.
The final aspect of leadership that we will discuss today(remember there are many others)is the ability to motivate others to motivate ????????????????????????????????????????other to achieve the aforementioned goals, without motivation people will not participate in the needed tasks, or will participate, but not for very long(or willingly). Motivation goes hand-in-hand with having a Vision people can believe in, but as a leader you must maintain that believe and energy, otherwise it will lose it’s drive. There are many examples of our government offering it’s people motivation(whether intrinsic or extrinsic); Motivating the American People from an agrarian economy into the more aggressive industrial economy, The Roosevelt Administration motivating the American People out of The Depression and into World War II, and the increase in national infrastructure. However I see just self-motivation, and the motivation for survival amongst many of the American people, I see no connective motivation from our government.
According to these standard factors that dictate leadership, there is little to no amount of leadership currently coming from our nation’s capitol. Leadership tends to come directly from the American People, the people provide their own vision for their future which they interpret into survival and social goals.People provide their own motivation in America today.

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Filed under Government, Leadership, Organizational Psychology, Psychology, Team Building