How do the best leaders get optimal results out of their team? Below are six things great leaders do to engage their teams toward success.

Inspire:     The best leaders inspire us to stretch to reach our full potential. Most people have an innate desire to be better. The best leaders tap into that desire by inspiring us not to settle for average but to push toward greatness. In order to inspire others you must take the time to understand what motivates them. It may be a promotion, public recognition, financial incentives, or learning a new skill. Once you discover their motivation, use it to inspire great performance.

Coach:     The best leaders coach us to be better. When someone makes a mistake or fails to reach a goal the best leaders see an opportunity to coach. Keep in mind coaching requires that each team member has the desire to succeed and the skills/experience necessary to do the job. As the leader your goal is to get the best performance from each team member. When you formally address a performance issue it is still a coaching session. Have the mind frame of not punishing but using the discussion to help the team member improve.

Communicate:     The best leaders communicate the vision and goals to their team members. These leaders ensure everyone understands how important their role is to the success of the team. The best leaders set clear expectations and provide continuous feedback. Make time to discuss with your team the vision you have and the important role they play. Provide them with the information they need to successfully reach your expectations.

Listen:     Listening may seem that it should go along with communication. In reality it should. However, some leader’s idea of communication is telling others what to do. The best leaders excel doing more listening than talking. It is vital for leaders to listen to their teams for two reasons. First, team members who are carrying out an important task will have input on how to make procedures more efficient. Second, listening to your team will help you discover communication breakdown. Take time to ask team members questions about their work experiences. Ask the questions and then listen. You will reap vital information that will help you improve.

Trust:     The best leaders hire the right team and trust them to do the job. They communicate the goals, set the rules and guidelines, and monitor progress. They allow their teams to perform. You cannot micro-manage your team and then complain no one takes initiative. Build a strong team by creating a frame work of trust that allows your team to take initiative and have ownership of their work.

Recognize:     The best leaders understand that if they desire great performance repeated then they must recognize and reward it. On the contrary challenged leaders see their job as seeking out poor performance and punishing it. The problem with that view is you never get around to communicating what constitutes great performance. The only feedback your team receives is what not to do. This does not mean ignore a performance issue. (Refer to coaching section above.) One of your primary functions as a leader is to recognize great performance. Recognizing others in front of peers rewards them and communicates to others the standard of excellent performance. Look for opportunities to recognize and reward great performance.

Take time to think about how you are doing in each of these areas.  Incorporate each one into your leadership style.

Often when you talk about customer service, you are referring to external customers that purchase your products or services. But you have another customer…your employees. What are they purchasing? You are selling a pay check in exchange for their time, skills, and experience. The problem: There are an infinite number of organizations that offer a paycheck. In order to retain and attract the best talent you will have to separate yourself and your organization from the competition. Below are some benefits that will enhance your customer support and keep your best customers spending their time, skills, and experience with you.

Company/Team Culture: Build a strong culture that is centered on having fun while working hard to fulfill the mission statement. Ensure that each team member understands their vital role in the success of the organization. Foster an environment of sharing ideas, coaching versus punishing performance issues, and celebrating individual and team success. Create opportunities for team members to socialize and team build. Developing team relationships will pay dividends during stressful work projects and create loyalty to each other and the team.

Career Development: A paycheck and health insurance is not enough to retain and attract the best talent. The top talent is searching for an organization that will invest in developing their skills while providing opportunities to enhance their career. It is very important to recognize the career ambitions of each team member. Support those ambitions through coaching, mentoring, and training opportunities. When employees see the team leader is vested in helping them succeed professionally it builds loyalty.

 
Personal Development: Team leaders should be working to understand the personal goals of each team member. Identify ways you personally or the organization can support their efforts. This support can be as small as allowing them time away from work to volunteer for their favorite charity. You may discover a way to have the entire team join. This will create a team building opportunity while supporting an employee’s personal goal.

Building a great company culture that allows team members to have fun, develop their careers, and reach their personal goals will provide the customer support you need to retain and attract the best talent.

Have you ever been thrown under the bus? We all have. I certainly have spent some time under the bus. I recall a time I was thrown under the bus by my team leader through an email. I cannot recall any time in my career where I have been angrier. In that moment I am sure if I had opened my mouth fire would have come out! After I read the email I immediately grab my keys, went to my car, and exhaled. Several questions raced through my mind.

• Why would my team leader not come speak to me directly?

• Why would my team leader not get all the details first before making this accusation?

• Why would my team leader copy everyone?

• Why would my team leader exaggerate the situation?

What I realized in that moment is this had nothing to do with me but everything to do with my team leader.  According to the Urban Dictionary the term “throwing someone under the bus” can be defined as:

To sacrifice some other person, usually one who is undeserving or at least vulnerable, to make personal gain.

Is there a person in your office that is a “serial thrower?” You see them roaming the hallways looking for unsuspecting pedestrians. This is the person that if someone makes a mistake or there is a hint of a problem they make sure everyone in your office knows about it. The serial thrower lays it on thick, exaggerates the story, and pushes all the right buttons. Now, I want to be clear. There is nothing wrong with identifying problems or catching mistakes. In order to get better organizations must identify problems and alleviate them. However, our serial thrower takes it to the next level. They do not go to the person that made the mistake or that can solve the problem. Determining all the facts to understand what really happened would be too easy. They are in search of the big audience. Here it comes, the email with everyone cc’ed and blind copied including the guy who was there to fix the copier earlier today. You are walking down the street enjoying the scenery….BAM!!!! You have just been thrown under of the bus. Ever experienced this?

Let’s delve into the psyche of a serial thrower. In the definition earlier we said they do this for personal gain. What is it that they have to gain? Well, they are trying to do one of two things; serial throwers are focusing attention on or away from themselves.

First, let’s deal with the person who is trying to attract attention. They want everyone to know they are looking out for the company. “I am just trying to make us better”, they say. They may indeed want the company to be better. The reason for throwing you under the bus is they need everyone to know how good they are (or at least how good they think they are). It is more about them than the company. You are just an innocent by-stander. If they truly cared about the company above themselves they would first get all the details surrounding the problem. Once the details have been collected they would go to the person(s) directly involved and look for a solution. If a solution is not found then a decision could be made on what additional team members need to be involved to solve the problem. This would do two things. First, it would ensure that someone is not cast in a bad light because the situation was misunderstood or exaggerated. Second, it would foster a culture of trust and strengthen the team.

Equally as dangerous to organizations are serial throwers looking to focus attention away from themselves. They throw others under the bus to divert attention away from their own mistakes, lack of follow-up, or miscommunication. They blame others instead of taking responsibility for their actions. These serial throwers are most likely under performers. They have an excuse for everything. It is always the other person or department’s fault.

Serial throwers erode trust and destroy team spirit. The effects are multiplied when that person is in a leadership role. A leader who is a serial thrower will never build a strong team. They will set an example that will encourage others to embrace the same behavior. Leaders should not allow their team to throw others under the bus. We all know when someone is throwing another under the bus. As the “thrower’s” team leader you should go to them directly and address the issue. Ask them if they attempted to speak to the person before sending the email. Tell them directly that the behavior is unacceptable and is not the proper way to solve issues. Speak with them about how your company’s mission statement, core values, and culture dictate how to address issues. When issues, problems, and mistakes are handled correctly it improves communications, collaborations, and team dynamics.

The next time you find yourself “under the bus” here are some tips on how to recover.

1. Do not react in anger or get defensive. Take a breath and be the adult.
2. Research the full scope of the problem or issue.
3. Go speak directly in person with the “thrower” to discuss problem and agree to solution.
4. Then respond to the email originally sent fully explaining the issue, accepting any responsibility necessary, outlining your discussion with the thrower (do not call them “the thrower”), and summarize the solution to the problem.
5. Take pleasure in the fact that you took the high road…That is where great leaders travel!

Share this with your colleagues. If you are worried about sending this to the serial thrower on your team; send me a message and I will make sure it mysteriously shows up in their email box!!!

Let me know what you are thinking!

Comment below.