We are thus faced with various complexities, namely that leaders and those they lead are people who establish a relationship with each other in the service of common objectives which, naturally, implies the need to bring together all the individual objectives at stake (those of the leader and those of those they lead).
To achieve this, we need to discover and train from a behavioral point of view respectively,
- What we are as people
- What it means to relate to each other
- This requires us to be at the service of common goals.
- What we are as people
We all (leaders and those we lead) need to assert ourselves individually. We are “marked” by our experiences (as if we were “carrying” a virtual backpack). We acquire certain habits and observe and analyze our surroundings in accordance with our previously acquired perspectives. We always make a “first impression” on those around us, even without speaking. We are “always communicating” through the expression of our face, our gestures, our body as a whole. We like to “belong”, to “be part of”, we are extremely social beings. - What does it mean to relate to each other
How do we communicate? Communicating requires us to be concerned about those we are communicating to, to “start from them” and not from us, to communicate with others in the way we would like them to communicate with us. We therefore need to “grab their attention”, surprise them, mobilize their interest, motivation and commitment. We need to take care of the fact that, when communicating, each of us naturally has a certain perspective on what we are talking about. Hence the importance of listening and questioning before expressing an opinion. - This requires being at the service of common objectives
In order for there to be common objectives, it is crucial that there is someone who leads in order to,Say in advance what rules and habits are to be acquired. Monitor, observe and question the performance of team members. Giving feedback, positive or negative, distinguishing those who do well, teaching and improving the skills of those who don’t yet perform as the team requires.Being a team coach, caring, observing, acting, communicating and helping to achieve fundamental continuous improvement.Also an example of Focus on the task, Effort at the service of the team, Constant energy and passion, showing the necessary behavioral and technical skills so that his authority is recognized and not imposed.
Demonstrate at every moment of collective life that you know how to overcome the initial conflicts that always exist in all teams, as well as creating working climates where there is great trust and commitment to common objectives. Always set ambitious goals, periodically monitor individual and collective performance, give feedback whenever necessary and, above all, continuously mobilize the motivation of those you lead.
Never forgetting that we are all capable of making the greatest sacrifices, as long as they are our sacrifices. In other words, we all need to feel that the common goals of the organization in which we work are our own.
Conclusion
This means that mobilizing the motivation of those we lead “requires” involving them, making them responsible, appealing to their participation, giving them space to express themselves and constant feedback on what they are doing well or badly and how to improve on an ongoing basis.
