Leader Attitudes and Behaviors That Promote Effective Teamwork

Aug 14, 2020

Effective Teamwork: The Leader Sets The Tone

Leader Attitudes and Behaviors That Promote Effective Teamwork

Belief in the efficacy of teamwork. First and foremost, the leader has to genuinely believe that the synergy of teamwork is powerful and real – that there’s going to be leverage gained, and better quality decisions made, as a result of getting the team to work together on problems and challenges in a unified, collaborative way. This means trusting that by putting together a powerful team of smart people with deep domain expertise and helping them work together more effectively, you can get more good decisions, stronger commitment and productive output than any individual can accomplish alone. Outstanding leaders have recognized that they need the support and input of other people, so they surround themselves with competent team members whom they work through and utilize effectively.

For tech entrepreneurs, many of whom are introverted loners accustomed to doing things on their own, this will require a huge attitude shift. They trust themselves – with good reason, as they are capable and smart – and they enjoy working on their own. But at some point as their company grows in scope and complexity, it dawns on them that they cannot possibly know everything they need to know or do everything that needs to be done, and that having a team of people to work with who have experience and expertise, in areas where they do not, can produce better results.

Choose team members carefully. Inexperienced leaders often surround themselves with people who previously were their co-workers at a previous company, or people they knew in college, who are very bright but have little or no experience as managers and leaders. Most early stage companies don’t usually start out by bringing in a team of experienced, knowledgeable team members. If the entrepreneur has done it before, he or she might be able to raise enough capital to bring in seasoned talent, but more often the team consists of people who are doing the job for the first time and are learning on the job.

Willingness to challenge old ways of thinking and doing. Becoming an effective leader requires not only an attitude shift, but also letting go of old habits and behaviors and embracing new ones. Your old familiar ways, as well as your beliefs about how you lead and manage, will need to change as the company grows. This includes many factors: your role, how you communicate with others, how you add value, how you make decisions, how you work through others, how you use your time, how you view systems, processes, and policies, how you set direction and plan, what is the optimal organizational culture, how much you control, and so on.

Many early stage companies develop values, norms, or take philosophical positions that later come back to bite them. Several of my clients have taken strong positions they later needed to change. One well-known company had committed to consensus decision making when they were 20 people. When they grew to 600 people, they realized that this was naïve and unworkable because they had to call huge group meetings to make too many decisions. Another committed to avoiding hierarchy and status differentials by having an almost completely flat organization, only to find that this was not workable and that some layering was necessary when the company grew.

The two co-founders of another of my clients had a very top-down management style and took a strong stance against having meetings. Needless to say, this was not workable – all decisions had to go through them, and they became a massive decision-making bottleneck.

To lead an effective team you’ve got to challenge your assumptions, and recognize that how you operated at one stage of the organization’s growth may become an impediment to what it needs from you at a subsequent stage. In the early days of the organization’s development, for example, you may have been central to the organization’s decision making and communicated with your direct reports one-on-one. This can lead to hub-and-spoke management and a decision bottleneck at a later stage.

I have worked with CEOs who secretly believed that people can’t be trusted and will not perform at their best unless they are motivated by fear and coercion. As one direct report wrote of her boss on a 360 evaluation, “It was a revelation to him that he did not have to be a tough and demanding tyrant to get people to cooperate.” Does this apply to you? Or – maybe you need to be tougher, more demanding and less laissez-faire? This is often a problem for leaders who are strong relationship builders. Chances are pretty good that whatever your natural or current leadership style is, it will require adjustment as the organization scales. Examine your habits and beliefs and look for ways that might serve you better.

Commitment to communication and open dialogue among team members . With your team, you will make thousands of decisions. You will naturally strive to have an abundance of accurate and relevant data to base your decisions on. But research we will discuss in a future blog post has shown that as important as facts and data are, having an effective, disciplined decision-making process is even more crucial. As part of that process, ask yourself the following:

Have you defined the problem, and the goal you are trying to accomplish?
Have you clarified what success looks like?
Have you established criteria for what the optimal solution to the problem would be?
Have you collected all of the relevant data?
Have you generated all possible solutions?
Do you listen to each other’s viewpoints and build on each other’s ideas?
Have you objectively evaluated the alternative courses of action?
Can you embrace the role of a facilitator of dialogue, in pursuit of the best answer?
Have you considered what might go wrong?
Have you established who owns each action and set up timelines?

Delegation and empowerment. In today’s business world, leaders may still have to make unilateral decisions at times, but more frequently than in the past, they must be willing to push decision making down, and empower subordinates to make independent decisions. If you do this skillfully, it will ultimately lead to smarter decisions and more motivated team members.

Many leaders, and particularly founders and entrepreneurs, tend to be strong-willed and driven to be in control of everything. Again, as the organization grows, it becomes impossible to be everywhere and on top of everything. If the leader is stuck in the weeds and mired in the details of things that should have been delegated to others, then things like strategic planning and facilitating teamwork and building an organizational culture are probably not receiving enough attention. It’s vital to learn to delegate and empower others.

This means going beyond delegating just tasks. You must also delegate responsibility, ownership, and decision-making authority. With your team, reach agreement on the results you expect and give your direct reports the freedom to decide how it should be done. This requires having trust in the commitment, motivation, and capability of subordinates, rather than trying to maintain tight control over every detail and dominating the decision-making process. (Otherwise known as micromanagement.)

If all decisions need to go through you and require your attention, you can become a roadblock rather than a force for progress. Effective leaders grant autonomy to those who have demonstrated good judgment and shown that they can get results. They focus on the best and highest use of their time, and gain leverage by delegating and empowering their direct reports.

Invest in building personal connections with team members. Effective facilitators of teamwork take the time to build a personal connection with team members. Get to know your people, through one-on-ones that go beyond task updates and problem solving, and focus on team members as people, whether through informal, unstructured discussions, dinners together, or team events. Find out what they care about, what they are working on, what excites them, what frustrates them, what they are interested in doing or learning in the future, where they want to go with their career. Where do they come from? Let them know that you are there for them when they need help or assistance. Create an atmosphere in which people feel a bond of personal connection, not only with you but with each other. This has to start with you, setting the tone.

Show empathy and readiness to get involved with subordinates’ problems . Put yourself in the other person’s shoes before you make judgments or demands. Try to understand where they are coming from – their problems and concerns, their difficulties and frustrations. Be aware that not everyone is going to be happy with some of the decisions you make. Listen to their resistance and try to understand their perspective and genuine concerns. You will not get the most out of your people unless they feel that you care about them. Loyalty is built by your behavior towards them. In our research, this was very highly correlated with being an outstanding facilitator of teamwork.

To be a more empathetic leader:
Show a genuine interest in the lives of the people in your organization.
Listen with real attention and be slow to understand. Be fully present. Don’t interrupt. Listen for both content and feelings that might be under the surface. Think of ways to be supportive. Try to put yourself in their shoes. Don’t be too impatient and quick to judge. Pay more attention to the messages their body language is communicating.

Remember, your team members are human beings and they are emotional as well as rational people. If you understand the emotions that your team members are feeling, you will be a much better communicator and team builder. Take the time to develop rapport and trust, and not be focused exclusively on task accomplishment and results.

Be willing to listen, and adjust to subordinates’ needs, concerns and preferences. This is particularly important when you meet resistance. Try to understand why they are resisting, and if their resistance represents a concern that is important for you to consider. Maybe they have an insight or see a problem that you need to know about. Don’t just go into persuading or selling mode, but, as Stephen Covey said, “Seek to understand before being understood.” And don’t just rely on position power to get them to do what you want. Listen. Learn to influence people without using your formal authority or position power. Making unreasonable demands, micromanaging and intimidating may get people to conform and perhaps get the result you want, but you won’t get their best effort, and it won’t gain buy-in for your plans and initiatives.

Balance concern for the individual with the needs of the organization. Yes, it is important to pay attention to the needs and concerns of employees and team members. But as the leader, you also need to be cognizant of the needs of the organization. This is sometimes a very hard balancing act.

“Arjun takes deep interest in understanding the strengths of his team and fosters cooperation, communication, trust and a very supportive work environment.”

“How can I help?” - Commit to providing coaching and support. New leaders frequently find themselves leading an executive team with too little experience and no frameworks or road maps for how to be successful in leading their team or function. Ultimately you will have to find people who have deep domain expertise, and a base of experience and insight to lead their function capably.

However, at the beginning you may not have the brand, money, or track record to attract highly experienced people. There is a real “war for talent” going on. Experienced “A” players are difficult to find and attract, and hard to retain unless given the autonomy they expect. The lack of availability of top talent often requires you to help “C” players become “B” players through coaching and mentoring, whether it is from you or outside partners. They need feedback, advice, coaching, training, and support in order to grow. But you may not always have the time to wait for them to develop. Don’t let your loyalty blind you to the fact that one of your direct reports is over their head.

No matter how carefully you build your team, the truth is that everybody you have around you will have some weaknesses. Throwing people into the deep end of the pool and watching to see if they sink or swim is not an effective management development strategy! So one of your jobs is to continually ask the question, “How can I help?” and follow that up by providing the feedback, coaching, and support that people need, as well as any management and other training classes that might help them become more successful.

There may come a time when you, too, feel the need for help. If you are new to a leadership role, it’s likely that you will sometimes feel over your head and overwhelmed. If you are wrestling with a specific problem that you can’t seem to solve, try to find someone who has faced it and solved it. Or find a competent coach to help you navigate the rapids and get you through.

Set an example of transparency and forthrightness. One of the characteristics of high-functioning teams is openness. Team members need to feel safe and willing to share their opinions, concerns, problems, and their questions and mistakes with you as the leader, as well as with their peers. It’s important for the leader to create an atmosphere where people are helping and supporting each other, being honest and open about what they think, what their views are, and what their problems are. If the leader is intimidating, overly critical or harsh, or treats people disrespectfully, people will not open up or feel safe. If the leader doesn’t share information and create an atmosphere of openness, you can’t expect team members to do so. When it comes to openness and transparency, the leader’s behavior sets the tone.

Give credit to the team for achievements. If the leader wants to take credit for all achievements and doesn’t recognize or acknowledge the successes of the team, team members don’t feel their efforts are appreciated and may even feel violated – that leadership has taken advantage of them. So, give individuals and the team credit for their achievements, and take responsibility upon yourself for mistakes and failures; do not blame the team.

On 360-degree evaluations, I would sometimes see remarks by subordinate raters that ran something like this: “When there is a review of his team, he tries to hide material he has received from others in order to take credit for their work.” Or, more succinctly, ‘He takes credit for others’ ideas and suggestions.” This is exactly how not to be a loved, respected, and successful leader!

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Review of the characteristics of ego-driven versus principle-driven leadership.

Ego-Driven vs Principle-Driven Leadership

By Richard Fagan • 02 Apr, 2024

Ego-driven leaders This type of leader often sees themselves as the architects of their own fates, solitary figures in the harsh world of business where competition is fierce and only the strong survive. They prize individual success and recognition above all else, their self-worth rooted deeply in personal triumphs. In their world, each decision is a step on the path to victory, which they walk with unwavering confidence. To them, leadership is less about marshalling the collective strength of a team and more about showcasing the force of their own unique vision. Their approach is characterized by a focus on the immediate, with a horizon that often doesn't extend beyond the next win, the next deal, the next acclaim. This type of leader regards the people around them as instrumental to their own narrative, valuing them for what they can contribute to the next achievement. Relationships are often seen through a lens of self-interest, with an underlying expectation of personal gain. They make decisions unilaterally, trusting in their own judgment and instincts above the counsel of others. They are mavericks who challenge the status quo, sometimes at the expense of the greater good, bending rules when they feel it's necessary to reach their goals. To these leaders, success is not just the best measure of their worth; it is often the only one that matters. They push boundaries, and in doing so, they can either lead their ventures to new heights or to precarious edges. They view life as a competition where for them to win, others must lose. Their self-worth is tightly bound to winning and personal achievements. They prioritize their own interests and believe in their unique talents. Recognition of their abilities and contributions is essential for them. They have a strong sense of entitlement and predestination for leadership. Enjoyment of attention and a conviction in their own ideas characterize their self-image. They adopt a utilitarian view of success, willing to use any means to achieve goals, even if it involves manipulating others. The value of others is assessed based on their utility in achieving personal ambitions. They see relationships transactionally, ensuring personal gain. Self-assurance in their judgment leads to a preference for autocratic decision-making. They trust their intuition over others' input and feel they have a superior understanding of the “big picture.” They are willing to bend or break rules if it serves their vision of innovation and success. Ethical flexibility is rationalized if it leads to profitability or maintaining power. There’s a reluctance to admit fault, often attributing criticism to jealousy or misunderstanding. They have a short-term focus on immediate gains rather than long-term strategic planning. Societal norms or ethics may be disregarded if they conflict with personal goals. The Consequences of Ego Driven Leadership Their resistance to criticism and feedback severely limits their capacity for learning and adaptation. By prioritizing their own ideas and dismissing others', they miss out on valuable insights that could steer the company away from potential pitfalls or toward innovative solutions. This closed-minded approach can hinder a startup's ability to pivot or adapt to market changes, a crucial aspect of scaling successfully Their transactional view of relationships undermines trust and loyalty within the team. Viewing interactions as mere exchanges diminishes the intrinsic motivation of team members and erodes the sense of community and belonging. As startups grow, the complexity and demands of managing a larger team require a cohesive, motivated workforce. Ego-driven leaders struggle to foster this environment, leading to high turnover rates and difficulty in attracting and retaining top talent. The overconfidence of ego-driven leaders in their abilities and judgment can lead to risky and impulsive decisions without adequate consideration of potential consequences. While risk-taking is a part of startup culture, unchecked ego can push a company toward unnecessary dangers. Scaling successfully requires balanced, data-informed risk-taking that ego-driven leaders might overlook in favor of bold, but ill-advised, moves. Ego-driven leaders' tendency to bend rules and ethical boundaries for short-term gains can pose significant reputational risks. Such behavior not only jeopardizes the company's standing with customers, investors, and regulatory bodies but can also lead to internal cultures that justify unethical actions. As startups scale, maintaining a strong ethical foundation becomes increasingly important for sustainable growth and avoiding legal and reputational pitfalls. Their focus on immediate results often comes at the expense of long-term planning and sustainability. Ego-driven leaders might prioritize quick wins to boost their image or satisfy short-term financial goals, neglecting the investments in infrastructure, culture, and strategy necessary for scaling. This shortsightedness can stunt a startup's growth trajectory and leave it ill-prepared for future challenges. Lastly, the need for control that characterizes ego-driven leadership impedes their ability to delegate effectively and empower team members. Scaling a startup requires distributing responsibilities and trusting others to make decisions. Ego-driven leaders struggle with this aspect of growth, often becoming bottlenecks for decision-making and innovation, which can slow down the organization and demotivate talented employees Principle-Centered Leadership Leaders who exhibit emotional maturity and responsibility steer their teams with a clear sense of purpose, guided by the ethos of service and community impact rather than personal glory. They recognize their role as an opportunity to uplift and empower, measuring triumph not in the echo of their accolades but in the progress and well-being of their collective. They understand that a variety of perspectives fuels smarter strategies and true innovation, and they champion a collaborative approach that harnesses the collective strength of their team. At the heart of their leadership style is a commitment to trust and respect, essential ingredients in cultivating an environment where open communication and innovation can thrive. These leaders are adept in emotional intelligence, balancing empathy with self-awareness, and adjusting seamlessly to change. Their decisions are anchored in integrity, serving as a living example to their teams. With a gaze set on the long-term horizon, they emphasize sustainable practices and resilience, knowing that meaningful success is not a sprint but a marathon. By investing in their people, they're not just building a team; they're nurturing an ecosystem where every member can flourish. They view leadership as a duty to serve rather than a right to command. They measure success by the positive impact on the team and community. They prioritize serving others and contributing to the greater good. They value diverse perspectives and encourage every voice to be heard. They emphasize collaboration and shared leadership for collective success. They practice and model integrity and transparency. They create a safe space for innovation and honest feedback. They celebrate collective achievements to motivate and unite the team. They believe in the interconnection of the team's and organization's welfare. They utilize emotional intelligence for empathetic and effective leadership. They commit to personal growth and adaptability based on continual feedback. They uphold ethics and integrity as foundations for all decisions. They focus on sustainable success with a long-term perspective. They invest in building strong relationships and a cohesive team. They maintain resilience and positivity in the face of challenges. 16. They encourage work-life balance for team health and sustained performance.

Decoding Success: My Methodology of Distinguishing Founders' Competencies

By Richard Fagan • 13 Mar, 2024

My methodology is a comprehensive approach that delves deep into the intricacies of founder competencies to unearth the secrets of success. Through meticulous analysis and categorization, this methodology provides valuable insights into the behaviors that correlate with success, offering a roadmap for aspiring entrepreneurs navigating the startup journey.

Team Strength is Key in Securing Second-Round-Funding for Startups

By Richard Fagan • 11 Mar, 2024

Securing second-round funding is often a pivotal milestone on the journey toward success. While innovative ideas and promising markets certainly capture investors' attention, one fundamental aspect consistently stands out as a critical factor: the strength and experience of the founding team. Behind every groundbreaking startup is a team with the vision, expertise, and determination to turn dreams into reality. Investors recognize that a strong team can navigate challenges, capitalize on opportunities, and drive sustainable growth. Let's delve into why team strength matters and explore the statistical evidence supporting its importance in securing second-round funding. Diverse Skill Set: The Engine of Innovation A diverse skill set within the founding team is akin to having a well-equipped toolbox for tackling the complexities of startup life. Startups require a range of talents spanning product development, marketing, sales, finance, and operations. According to research conducted by Harvard Business Review, teams with diverse backgrounds and skill sets are more innovative and better equipped to solve complex problems. Investors seek teams that complement each other's strengths and compensate for weaknesses, fostering a culture of collaboration and creativity. Startups with diverse teams are more likely to identify unique market opportunities, develop innovative solutions, and adapt to evolving industry landscapes. Relevant Industry Experience: Navigating the Terrain Experience is invaluable in the startup ecosystem, where uncertainty and rapid change are constants. Investors place great emphasis on founding teams with relevant industry experience, as they bring insights, networks, and best practices that can accelerate growth and mitigate risks. According to a study by CB Insights, startups founded by teams with industry experience are more likely to achieve higher levels of success and attract follow-on funding. Seasoned entrepreneurs understand market dynamics, customer needs, and competitive forces, positioning their startups for strategic advantage and sustainable growth. Track Record of Execution: Turning Vision into Reality Ideas are abundant in the startup world, but execution is the true currency of success. Investors scrutinize the track record of founding teams, seeking evidence of execution prowess and the ability to deliver results in the face of challenges. Startups that have demonstrated traction, achieved key milestones, and effectively allocated resources are viewed favorably by investors. According to data compiled by PitchBook, startups with proven execution capabilities are more likely to secure second-round funding and position themselves for long-term success. Investing in People, Investing in Success Team strength emerges as a decisive factor in securing second-round funding. Investors understand that while ideas may spark interest, it is the people behind those ideas who ultimately drive success. Startups with diverse teams, relevant industry experience, and a track record of execution stand poised to capture investors' attention and fuel their growth trajectory. As the startup ecosystem continues to evolve, the emphasis on team strength remains unwavering, underscoring the timeless adage: "Invest in people, and success will follow." For startups eyeing the next stage of growth and expansion, investing in team strength is not just a strategic imperative—it's the cornerstone of enduring success. Team strength emerges as a decisive factor in securing second-round funding. Investors understand that while ideas may spark interest, it is the people behind those ideas who ultimately drive success. Startups with diverse teams, relevant industry experience, and a track record of execution stand poised to capture investors' attention and fuel their growth trajectory. As the startup ecosystem continues to evolve, the emphasis on team strength remains unwavering, underscoring the timeless adage: "Invest in people, and success will follow." For startups eyeing the next stage of growth and expansion, investing in team strength is not just a strategic imperative—it's the cornerstone of enduring success. It is however important to understand that: What got you here, isn't going to get you there!. Being ready and willing to accept that there needs to be some measure of personal growth is what sets Founders who can scale, apart from those who won't.

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