The Leading Edge: Now You’re a Team Leader. Do You Know Where to Stand?

By: Sandra Kay Reynolds

Leading is a tough task. The leader is responsible for the team and its progress and, yet, still must connect with the team. The first question a team leader may ask is, “What do I do?” A much better question is, “Where do I stand?”

The most important thing to remember when leading teams is knowing where to stand.

I have seen some team leaders who want to stand behind the team. He or she thinks that leading is telling the team what to do and where to go and then turning them loose to complete a project. This is the stance of a positional leader. A positional leader takes the “because I said so” approach. They rarely get involved with the project themselves since they are “in charge” of the team. This type of leadership leaves team members frustrated. They find themselves answering to a leader who doesn’t know what is going on, because the leader is not actively engaged. The team then must look backward to find direction, halting all progress and wasting time.

Other team leaders choose to stand alongside the team. They set the pace and make sure that everyone is progressing together. This is the managerial leader. This leader’s focus is on making sure things are done correctly rather than doing the right things. They may take on a minor task, giving more difficult tasks to others, and then impede progress by insisting on frequent check-ins. Team members feel as if they are not working to their potential but having to stay with the pack. Progress is slow, if at all, since this leader micromanages the project.

Another type of leader is the pioneer leader. A pioneer leader is one who is out in the front of the team. The leaders wants to be first, and he knows exactly how things should be done. These leaders tend to do much of the work themselves, leaving the team behind, not knowing what to do or how to help. Team members feel left out and inconsequential. This leader may accomplish the task quickly, but it is usually incomplete because he or she didn’t make the best use of the team. Collaboration is nonexistent. Team members end up resenting the leader for having to take responsibility for a project done solely by the pioneer leader.

But, if the team leader stands amongst the team, he or she has access to the heartbeat of the project. This leader knows the strengths of each team member and how best to utilize them. He or she can send members out to tackle tasks, then bring them back effortlessly for collaboration. This leader hears all voices and keeps the team close, involved and productive. This leader makes sure to give herself a crucial task which is visible to the team. These leaders view themselves as working with team members, not behind, alongside or out front. They are easily accessible when problems arise and can then address the situation with intelligence and understanding. Assisting the team is a priority for this leader. As a result, team members remain engaged, take responsibility and achieve results. Progress is exponential because of the cooperation created within the team.

I know the president of a large company. His predecessor was very much a positional leader, and the company was in crisis mode when my friend showed up. His first move was to get out from behind his desk. His goal was to become a member of the team. He has accomplishing this by meeting people where they work. He has spent time in stores evaluating merchandise displays. He has traveled to the factory to meet the production managers. He has even introduced new product lines to the brand. He is leading from the midst of the organization. By standing amongst his team, morale has increased, productivity is climbing and employees have re-engaged.

I am extremely fortunate to be a member of a team where the leaders stand amongst us. As an Executive Director with The John Maxwell Team, I experience daily the exchange of creating a brand that is The John Maxwell Team. I am certain this brand will continue to grow and thrive for years to come, mainly because of its leadership and their authenticity and integrity. I experience the mentorship of leaders who guide me with years of wisdom and experience without telling me what to do. They support my growth as a leader without setting the pace for me, and they patiently listen to my dilemma without leaving me behind. Together, we add value to the lives of thousands of people worldwide.

So, as a leader of your team, the most important question is a very simple one – with very profound consequences: Where do you stand?

Sandra Kay Reynolds is an Executive Director with The John Maxwell Team. She is passionate about helping people and organizations reach a greater potential through the practice of leadership principles and personal growth strategies. By making your needs her priority, she strives to deliver an experience for your business or organization that is unique and relevant to your goals. Whether it is personal coaching or group training, Sandra Kay can customize a program to assess specific needs, facilitate growth and guarantee success in your business.

You can learn more about Sandra at www.skreynoldsleadership.com