Happy middle of two major holidays! It's December 28, not even a week into the 2020-21 NBA season and coaches are already on the hot seat. Can you imagine? You've been at your job for 7 days, have a few losses to your name and the entire world is questioning whether you have what it takes to command a team.
So what does it take to command a team? What does it take to be the kind of leader that can take a group of people from all walks of life and bring them together in a way that is positive and successful?
This is a question that people ask no matter what your profession is: sports, business, nonprofit, school - anything. Any group of people needs a leader, otherwise you're just playing pickup. There are many types of leaders but I think the best leaders have a few things in common. This blog isn't necessarily about those qualities, though. I want to explore a bit more about how, if you are in a position where you're in charge of a team, you can employ tools or strategies that help you get to where you need to.
In the sports world, pieces can be interchanged on a near constant basis. Players can be traded, cut, and waived at any time. At work, you can't simply fire someone and replace them. The organization has invested time and resources in someone. They made it through several rounds of interviews, proved they belong there, and deserve to be given a chance. Further, if a team member feels replaceable they have no reason to give you their all - they'll be there with one foot out the door or waiting to sabotage you.
As a leader you'll occasionally come across someone who isn't fully "in". They might be an excellent worker and bring high-quality work, but they're not a great team member or they bring drama into the workplace. Or they do what they need to do but don't respect the process - they think that by doing enough to not get fired that's all they have to do.
There are different ways to deal with this type of person, but the simple answer is that they need your time. Like Matt Damon in Good Will Hunting, they need 1-to-1 attention until both parties are on the same page. You'll have to get on their level, understand where they're coming from and where they want to go. Ask questions and listen, really listen, until you both understand how to move forward together.
A lot of times, getting this person "in" is crucial because others will see them as entitled, or they'll be brought down because "if that person doesn't have to give their all why should I?" So the time investment is 100% worth it.
Coaching people is difficult. I am excellent at relating to people, but relating isn't what makes a coach good at what they do - it's their ability to help someone realize an answer to something without having to tell them how to do it. In a recent episode of Killing Eve, the main character's boss said "It's my job to get the best out of you" and that's what a good leader does.
In a different scenario, you might be put in charge of a new team or you might be brand-new to a position. You're new and you'll be the first one out if things go awry.
Ask for help. Maybe you have someone on your team who has been around a while or someone close to you who can give advice. Or your team has worked together before and you've simply been appointed to a new position - ask what worked before, what they'd like to change, and how they think it should be done. It can be a hard thing to do, but asking for input instead of implementing a bunch of new rules or processes is definitely the smart way to go and will help you earn respect instead of demand it.
Udonis Haslem has been playing in the NBA for 18 years and turned 40 this year. Though he's still on the Miami Heat's roster, he essentially serves as a coach and mentor for younger players. People like this exist outside of sports, too. Friends and colleagues that have been around a while are typically happy to share their experiences - use these to navigate your way forward.
You may be excited to apply your experiences and skills as a team leader, project manager, or director - but asking for help is critical if you're going to earn your team's respect. By asking it shows that you are genuinely interested in getting it right, not simply advancing your own agenda.
I was a guest on a podcast this morning and the host asked the question "What's some advice you'd give for someone just starting out?" My answer was preparation.
Plan, plan, plan. And then do a bit more planning. The more prepared you can be for a situation the better off you will be.
As a manager of people, you might be at the beginning or middle of your position - maybe figuring out how to get started or what's next - maybe even struggling through a bit of a COVID slump as many of us are.
Plan for what's next. What's happening when you get back to the office? What if this happens? What if that happens? What happens if we don't go back to the office until next August? Are you prepared to continue leading a team and projects remotely? Are there things you can do to bring your team together? Is there anyone who is struggling a bit? Can you give them some extra attention? What would you do if this person got COVID?
Ask yourself 20 questions and then have someone ask you more objective ones. By preparing for multiple scenarios you'll show your team members that you are prepared, no matter what. Even if something does come along that rocks your socks, like a global pandemic, you'll be able to follow your logic tree, "Listen, we planned for a similar scenario, let's take it and adapt."
Finally, you have your team on board, you've asked for help and input, and you've prepared for all kinds of scenarios. Be prepared to defend yourself.
Things are going OK, but metrics are down, you have a couple losses or "learning experiences", and team morale is suffering. Defend yourself - and your team. Someone put you in this position because they believed you were right for the job. You've got the experience and skills, you've put in the time and effort, but things just aren't quite right.
You have to be able to prove why you're still right. Show your work. Man, this takes me back to 9th grade Geometry in Mr. Sexton's class. I hated proofs - I can still hear myself:
"Listen, I know the answer, Mr. Sexton, just give me the credit."
If I could go back in time and tell myself to show those proofs I would. You have to be able to show why you're doing something or you won't be able to prove to yourself or anyone else why they should allow you to keep doing what you're doing. Eventually, you'll have to do something you don't know the answer to and you'll be wishing you'd shown your work earlier.
Show that your team members are invested, that you have researched and looked for advice and input, and that you've prepared for situations - but things just aren't hitting their targets. So maybe the targets need to be adjusted, maybe an expert or specialist needs to be brought in, or maybe you have another solution because you've planned for this scenario and it's time to go a new direction.
That's my leadership seminar for today. Invest in your team, listen, and be prepared. When the time comes to prove why you belong in that position it will be a no-brainer. You won't have to be in the hot seat.
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