[MUSIC] So, successful teams… it’s not only about
goal and objectives and accomplishment, but it’s also about making the team better
for future challenges. The successful team not only achieves
professional objectives, but there’s also a personal reward. And so those
things should go together very well. At some point, the goals of the organization
and of the team members should blend. I spent 26 years in the military in U.S.
Air Force the last 12 at Special Operations and in Special Operations
it’s all about the team. It’s not about individuals. And so I’ve seen the value
of team building and accomplishing the mission. I’ve seen peers, team members,
and superiors go on and achieve great things and that was primarily based on their
experiences around teamwork. There’s two things I consider essential:
that’s communication and understanding what motivates people. So, the leader
should be providing clear and honest communications, as well as understanding
what motivates their folks. So let’s talk about communications. Communications is
an art. It’s a science, right? You can talk about the smell of garbage and a scent
of a rose and say the same thing. It’s all in the delivery. So you have to
know your audience and knowing your audience goes into motivators.
Everyone is motivated by something and different people have different
currencies. Some folks, it may be for money, others recognition, and others it’s
just a sense of duty. So understanding their motivators will
help you communicate effectively, inspire them, and shape their experiences
for future growth. That would be a good listener. Listen to
the folks. Listen to the team; get their input and use something
I call situational leadership. You have to know when to push and pull. If
you have a dedicated team that understands where they’re going and are very
positive about the mission, then you can pull back and just give them a target—an
abstract target—and say hit that. If you don’t and you have to be more directive, and you need to shift. When was the last time we had we sat down with one of our
employees or peers and said, “What motivates you? What really drives you?” So understanding their background understanding what they hope to achieve,
one to three, maybe five years out, will help you understand the motivators and
so then you’re able to let them know how they fit into the big picture and
how that will enable goal accomplishment, mission accomplishment, and make for
better team dynamics.