How to Lead a Team: 7 Easy Steps to Master Leadership Skills, Leading Teams & Team Leader Management | Caden Burke | Skillshare

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How to Lead a Team: 7 Easy Steps to Master Leadership Skills, Leading Teams & Team Leader Management

teacher avatar Caden Burke, Leadership Skills Teacher

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

9 Lessons (1h 11m)
    • 1. Introduction - How to Lead a Team

      2:22
    • 2. Chapter 1 - Step 1: Develop a Management Strategy

      10:49
    • 3. Chapter 2 - Step 2: Track Your Goals and Progress

      7:13
    • 4. Chapter 3 - Step 3: Empowering Your Employees

      11:30
    • 5. Chapter 4 - Step 4: Creating a Culture for your Team

      10:10
    • 6. Chapter 5 - Step 5: Encouraging Continuing Education

      15:28
    • 7. Chapter 6 - Step 6: Leading as the Example

      4:01
    • 8. Chapter 7 - Step 7: Being the Leader, Not the Boss

      6:59
    • 9. Conclusion - How to Lead a Team

      2:34
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About This Class

Are you a new team leader or struggling to get your team on track? Are you struggling to find your place as a leader, or not sure what it takes to lead a high-performance team?

“How to Lead a Team” is a great guide to help you take the step from being the boss to being someone your team respects and admires. It breaks all the complexities of managing a team down into 7 actionable steps!

While this guide provides you some pointers and tips for navigating your position as a leader, it also asks you to think and consider how you currently are leading. It helps you to evaluate where you are and what you, as an individual, need to change to push yourself to the next level.

This guide veers away from the specific technical approaches for your success and opens up the discussion for how you can create your success as a leader—recognizing that you can learn much more from self-evaluation and assessment than you can from any single person already experiencing success. The best way to find success is to look within yourself and dig it out.

YOU WILL LEARN:
• How to assess your management strategy.
• How high performing managers track progress and goals.
• How the empowerment of your team frees up your time.
• Why it is important to grow your team’s skills and develop their talents.
• How to encourage your team.
• How to motivate and inspire your team.
• How to be the example for your team.
• How to get out of the boss zone and into the influencer zone.
• And much more.

To help you on this journey of achieving the goal of becoming an amazing leader, this guide goes through many actionable examples and strategies. As you press yourself to grow, you will find that there are so many experiences you have already had that will help formulate your ability to be successful as a leader. Now, it’s time to take the plunge and grow!

Meet Your Teacher

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Caden Burke

Leadership Skills Teacher

Teacher

Caden Burke is the teacher of the "Leadership Skills" course series. He was formerly a literary agent with Curtis Black Ltd. and writes a popular blog on Leadership Skills. Burke turned to teaching several years ago to fulfil his life dream of educating students on the topic of Leadership & Management. He lives in New York City.

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Transcripts

1. Introduction - How to Lead a Team: How to lead a team? Are you a new team leader or struggling to get your team on track? Are you struggling to find your place as a leader or not sure what it takes to lead a high-performance team. Quote, how to lead a team and a quote is a great guide to help you take the step from being the boss to being someone your team respects and admires. It breaks all the complexities of managing a team down into seven actionable steps. You will always be able to apply these seven steps and improve your skills no matter if you are now added beginner, intermediate, or advanced level. While this guy provides you some pointers and tips for navigating your position as a leader. It also asked you to think and consider how you currently are leading. It helps you to evaluate where you are and what you as an individual needs to change to push yourself to the next level. This guide veers away from the specific technical approaches for your success and opens up the discussion for how you can create your success as a leader. Recognizing that you can learn much more from self evaluation and assessment, then you can, from any single person already experiencing success. The best way to find success is to look within yourself and dig it out. You will learn how to assess your management strategy. How high-performing managers track progress and goals. How the empowerment of your team frees up your time. Why it is important to grow your team skills and develop their talents. How to encourage your team, how to motivate and inspire your team. How to be the example for your team. How to get out of the boss zone and into the influencer zone. And much more to help you on this journey of achieving the goal of becoming an amazing leader. This guide goes through many actionable examples and strategies. As you press yourself to grow, you will find that there are so many experiences you have already had that will help formulate your ability to be successful as a leader. Now it was time to take the plunge and grow. 2. Chapter 1 - Step 1: Develop a Management Strategy: Chapter one, step one, develop a management strategy. One thing that many management strategists have found is that strategy can be very simple, but nothing is easy. In any industry, there are different issues or uncertainty that can cause turbulence for managers. As our workplace continues to evolve and change, it is essential for managers to develop a strategy or approach for their teams. Once managers would use a very highly structured approach to develop strategy, this was known as strategic planning. Typically, it involves putting plans in place for the coming year and into the future. This type of planning is difficult in today's ever-changing business environment. Moreover, managers are finding that it is essential to be flexible and dynamic when developing strategy. Typically, it involved putting plans in place for the coming year and into the future. This type of planning is difficult in today's ever-changing business environment. Moreover, managers are finding that it is essential to be flexible and dynamic when developing strategy. With a flexible, yet focused approach, managers will position themselves better to respond to set backs and opportunities as they come about. This is not to say that there is not a need for a clear understanding of the industry marketplace and with a strategic position is, as you develop your strategy, think of these things as key guides. Number 1, flexibility. I am able to adjust while staying within the corporate vision or mission guidelines. Number 2, responsive. I am actionable to conditions that happened within my team. Number 3, creative. I commit to inspiring my team to stand out and elevate organizational standards. Number 4, challenging. I use challenges to motivate and inspire my team. Number 5, realistic. I am honest and up front with a goals and objectives, our team must complete. Number 6, focused. I set defined and clear expectations for my team and follow up. Number 7, engaged. I include everyone on my team and encourage them to be the solutions. Think of these as your framework for developing your strategy. They are broad I-statements. Yet, when you establish this framework for your team, you are sitting broadly based processes. As you grow and develop your strategy, you will begin to see that there are many different ways to manage a team. In some instances, you will manage one person on your team differently than you might someone else. This is because not all people are the same. This is also why we come back to the basic framework mentioned before. If you are using the same framework with everyone on the team, their leaves little room for disjoint feelings between team members. Your strategy development is a process and it requires you to identify aspects of your personality and be honest with yourself. It also means that you have to look at each member of your team and be honest with yourself about how you treat them. As a manager who desires a high performing team, it is essential to prepare yourself with a strategy that will benefit not only your team, but also your organization. I'd like to think of as your action checklist, the way you are going to develop your strategy and think about how you currently manage and be open to a balanced approach. This really comes into where it is important to set your ego to the side and be honest with yourself. One, your current position. Let's start by looking at an assessment of your current management style. Look at your team's performance and the results you are able to deliver. Ask yourself these questions. How did my team aligned with the company's vision and mission? How did my team perform as a group? What is working for my team and what is not working? How does my team relate to our customers? Are we performing at the top, middle, or bottom of the curve? Does a team C got solutions to problems or just present problems? It is important as you ask yourself these questions, you provide yourself a balanced view. Look for evidence to support your claims. And remember that link sharing the good side of your current position will not help you grow too. How did we get here? After you have completed part 1, it is time to go back and consider the reasoning behind failures and success. What was the driving factor for these outcomes? And what are your internal weaknesses and strengths? Ask yourself these questions. What did you do to correct and what did you do wrong to get to the previous outcomes? What is your strength? What is your weakness? What does your team strength? What is your teams weakness? How does timing affects your team? What was a consequence of your team's performance? How did the planning factor into your results? Were the plans good, bad, or non-existent? Is our communication good or bad? The use of self-reflection and honesty as a manager of a team is very important. While at times it may feel like everything is going wrong. There quite possibly good things are happening within your team. When managing your team, it is essential to be able to see the whole picture, not just the obvious three, clarity on vision and corporate values. The next step and mastering your team is to revisit your company or corporate vision and values. These are the basic corner steps for what your company expects from you and your team. Then compare those values with how you are managing your team. Are you aligned with your company's values and mission? Is your perspective brought enough to embrace opportunities? Or do you need to narrow your perspective to be more effective and focused? Ask yourself these questions. How do my company's vision and my team's vision compare? What is the driving focus of my team? What does my team value? Does my team understand the mission and vision of the company? What are the strengths of my individual team members? Support System do I have as a manager? What am I doing well as a leader? Where am I failing? What is my team's morale? With this information, you are beginning to paint a picture of your team and the current conditions. You should now be able to see strengths and weaknesses through this process. Be sure that you are taking an honest approach. If you as a manager, are not honest with yourself, it will be very hard to grow. 4, evaluate strategic options. Now that you have a clear understanding of where you currently are as a manager, it is time to look at ways to be more strategic with leading your team. As you begin to evaluate your options, consider these factors. In what ways can perform AS be improved? What changes to my communication style will improve performance? Do I need to wide my focus or narrow focus? How am I currently engaging my team? Am I in touch with the morale of the team? Is the team strategically positioned to a light with company's vision and goals? What are some things I need to stop doing? What are some things to team needs to stop doing? What people skills. Is the team lacking? What environmental concerns does a team half? Does the team have everything they need to accomplish their goals? As you evaluate these items, it is a great idea to do a pros and cons list. This allows you to create a balanced view of your strategic options. It also allows you to put a plan in place to address situational issues. 5, set objectives with yourself. Once you have determined the things you need to enhance and your team, then you can begin to translate them into actionable objectives. These objectives should be firm, and you should understand that through these actions, you will determine your team's performance and ultimately your own performance. Use your research from parts 1 through 4 to identify what you need to continue to do within your management style and what you need to change up. As you work through these concepts. Remember that each person on your team isn't individual. And what will work great for May 1 not be the correct approach for another. As a manager of a team, it is important to be flexible in your leadership style. Think specifically about these items and how they relate to your management style. Encouragement of team's productivity, assignment of team tasks, communication with your team, handling conflict, engaging with your team, listening for feedback. These key points will help you to become more in tune with your team. Sometimes, as a manager, it is important to be a better listener than it is to be allowed leader. This is not to say as a manager, you do not need to lead. You should very much be the leader of your team. It is, however, to say that being a high performing manager means also listening to your team. Having the ability to pick up on the subtle things that are happening that may not be right on the surface. It means being engaged with your team and knowing what is going on as well. It also means showing your team that you are willing to get right in the mix with them and lead by example 6, communication. The last and possibly one of the most important things for any manager is communication. As a manager of an existing team, it is important to communicate any changes that will be happening. Change is not always something that people are readily accepting of. So it is essential to be clear in your communication, not just the change, but the reason for the change. Any team leader will tell you that the key to get their buy in to the change is to show them what is in it for them. What benefits will they get from this change? However, you need to be prepared to back those benefits up. You cannot tell them x, y, and z, and then only give them X. It is important that you communicate the whole plan and get their buy-in for success. Typically, with established teams, this can be more difficult. However, when you present the strategy and open yourself up to accept their feedback, you begin to build a relationship that will foster growth. Ultimately, a leader strategy will set the tone for the project. It is what the team will feed off of and determine the success or failure. As a leader, it is essential to leverage your team for success. You can do this in so many ways, but it all begins with listening and developing a strategy for how you will grow together. 3. Chapter 2 - Step 2: Track Your Goals and Progress: Chapter 2, step to track your goals and progress. The first thing to understand is that there is a difference between micro managing your team and tracking progress and goals. Leaders should not focus on micro managing their teams. They should be focused on the big picture or helping to move the progress along. As a manager, you do not want to simply be busy. You want to be productive. It all begins with understanding how your employees are doing. You need to be able to anticipate issues and offer praise when necessary. It is often easy to assume everything is under control and you are aware of what is going on. However, a huge percentage of managers simply spent too much time on reporting. This leads to you spending all your time just monitoring employees rather than completing tasks. To be a high-performing leader, you need to be able to track your employees without using micro management techniques, tracking without micromanaging. So how do you keep track of your team without micromanaging their work? A good system for managing your employees and monitoring their performance can make all the difference in your ability to accomplish those long-term goals. I call it the three P approach, plans, progress, and problems. With this method, you can help your team stay on track for long-term goals and ensure that the week's priorities are met. This method uses a continued performance manager. So you ask the manager, always know what your team is doing and you can provide feedback to them as they progress. Begin by either assigning employees for five plants for the week, or allowing them to assign their own plans. These plans should align with their long-term goal or a metric for which you can plan to use on their evaluation. You can send your plan to them via email, in person, or by using an online process like a Microsoft Teams. As they complete the process, they simply follow back up with you on completion via the same method. Then you can provide feedback and reduce your time spent managing the actual task. The process should look like this. Plan to accomplish some goal progress. And at the week report from the employee on progress problems issue employee ran into during the project. Each week, you should receive a report from your employee with these three things and how your employee reacted or what solution was found for the problem. By empowering your team to bring you the results or progress. You are then making them more vested in the outcomes. You are also keeping them on track for the long-term goals. By streamlining this process, you remove unnecessary bureaucracy and allow your team to focus on what they excel at and what is important for your business. As a leader, it is important to understand that you cannot simply just focus on spending all your time managing and reporting. Leaders do more than managing. They grow high-performance teams. They see bigger pictures. And this allows them to focus on team goals and ways to improve the team. So how did you get your team to the point where they can create these four or five task for the week. It starts with a detailed plan of the big picture goal. This plan uses the team to create the picture. It helps to allow your employees to get focused on the goal. And encourages them to work together. This ensures that they are all on the same page and that everyone knows what the expectations are or the end desired result is. Fact. Employees who write down goals are 50 percent more likely to achieve the goal. Encourage your employee to write down the long-term goal, as well as communicate the weekly task goals and how it relates to achieving the long-term goal. Since the goal is written down, there's no need to continue to worry about if you have forgotten the goal it is written. And the employees can then move to focus on achieving the goal. Surprisingly, many employees never consider how their task affect the outcome of the goal. If the employee does not understand the role they play in the big picture, they become disconnected with a goal, therefore, making it more possible for them to be disengaged and unsuccessful. Research shows that the average leader spends less than 30 minutes a day simply talking with employees. Yes, leaders are busy and they have demanding expectations. However, it isn't necessary to make time to discuss and help problem-solve with employees. As you engage your employees, they see the value they have in the company. This will help you build a relationship and foster the growth you need from each employee to achieve your goals and curb your attrition. In most instances, the employee may actually understand how to do the job better than the manager or leader. This is where it is important for the manager to take a supportive role and not be controlling. Very few people want someone else to be in control of their actions and micromanage their work. When a leader takes a supportive role, they remove the stigma of them versus us. This often encourages the employee to achieve goals on their own to build their confidence and abilities. As a supportive leader or manager, your confidence in your employees is something you want to strive for. Quantifying processes. Using it quantifying process to track your goals is a great way to keep herself and employees fresh on your goals. Tracking Time is a great way to find out how productive they are on task and processes. An example of this would be employee X told you they finished the workflow, but employee why told you they finished the six part workflow in three hours. The second response, it gives you something to quantify their work with time as well. It is also necessary to remember that different employees prefer different ways of managing their goals. Those that are extroverts may require you to discuss their progress. And those that are introverts may prefer to send you an email with the progress. Knowing your employee and how they want to communicate is an important part of tracking the progress for leading your team. The last thing to remember when thinking about performance and goals is to remain calm. There will be things that go wrong and there will be fires to put out. However, losing your cool will not help your cause. At the same time, I'm not saying that you need to cut all your employees. Part of her role is accountability. The approach to the problem will make all the difference if you approach the problem to assess what went wrong rather than who was at fault, you are much more likely to get back on track and resolve the issue. As a manager, your response sets the tone for the team and future issues. Your team knows that you will go off the rails when they have an issue, they may not share it with you. And that can cause an even greater problem as well. It can create an uncomfortable environment. I lead to higher turnover rates. So the biggest thing is as employees come into issues and they will approach it with an open mind and a solution-driven outlook. Placing blame and pointing fingers will not fix what has already occurred. 4. Chapter 3 - Step 3: Empowering Your Employees: Chapter 3, step 3, empowering your employees. Giving away control can be terrifying for some leaders. However, the goal of the empowerment is not necessarily that the employee is out there on their own fixing problems without any support. It is to provide your employees with the necessary skills to solve problems without creating new ones. When employees are armed with information to solve problems on their own, you as the manager or leader, spend less time solving simple problems. This frees you up to do more challenging things in your position and makes your job more enjoyable. Think of it like this. Say your company solves 75 percent of his computer problems with a simple reboot of the computer. This would mean that IT support is spinning three fourths of a day, simply asking people to reboot and waiting for the systems to come back online. For this team, this work is not challenging or rewarding. However, if employees know that they need to reboot before calling IT support, and you have empowered them to do so. You essentially are freeing up 75 percent of your IT departments to focus on problems that are really challenging your company. This gives both parties more time because the person needing their computer rebooted is also no longer waiting for someone else to solve a problem. Empowerment can quite often lead to a greater productivity and a happier working environment for your entire organization. So the next question that always comes up is, how do you get your employees to take ownership? How do you make them feel empowered that this team is everyone's team, not just the leaders. There are actually six ways we suggest you use to empower your team. Trust, empathy, feedback, guidance, appreciation, and understand limitations. The most effective team leaders do not focus on just one of these. They use all of these methods to truly empower their teams. Building a relationship. In any relationship, trust as a cornerstone. If you do not have trust, that relationship will be strained right from the start. It is completely normal to feel concerned about those with less experience solving problems. If they make a mistake, it could be costly. However, in order to empower them, you have to have trust, build trust with them. You have to accept that most problems your team faces, they are intelligent enough to solve that they have the self-awareness to not get in over their head and ask for help when they need it. You also need to acknowledge that mistakes will happen and that most mistakes can be easy to resolve. As the leader of the team go into situations with an open mind, knowing that people do not purposely make mistakes or tried to disappoint you, allow the benefit of the doubt until there is evidence to prove otherwise. Part of building trust with your team is to embrace their failures and learn from them. Example of this was implemented by the publication, the skin. They found that employees were afraid to fail, so they would not go beyond their comfort zones. So the company implemented a new process where weekly they would talk about the failures that they had that week. This not only built trust within their team, but it also pushed them to go further and embrace their failures and learn from them empathy. The next key is empathy. If you go to a restaurant and you ask a server who his or her favorite customers are. Chances are he or she will say other servers or anyone who has been a waiter in the past. This is because they understand what it is like to be on the other side of the table. They have empathy. So they also are more likely to leave a better tip. Just as within your team, it is easy to understand the difficulty of your position. However, sometimes it is not as easy to know how difficult someone else's job is unless you have the first-hand experience. This was sharing of the complexity of each team members roles comes into play. It allows the team to be able to empathize with their co-workers and the struggles that you have may be experiencing. You as a leader need to have a firm grasp on what struggles each of your team members have and share that empathy with a team. Empathy can build a bridge between the leader and the team. It also strengthens that team members empowerment. One method you as a leader can use is to cross train your team. This is not to say that they will work and the different departments, but moreover, that they will have an understanding of exactly the type and demand of the other members of the team. When a team member has the firsthand experience of the others, it empowers their empathy for the other members of their team. There are many ways in which companies cross trains or teams to foster empathy. Ultimately, the goal is to build a better understanding. Here are a few examples you may wish to implement in your team. Spotlights. Monthly, have a specific department give a presentation to the team about their work and the problems they commonly experienced. Employee swap. Each quarter have a half a day employs swap where one team member shadows another for half of the workday. New orientation, cross training. As new employees are brought into the team, have them each spent part of their orientation process and the different departments of your team. As the leader of the team, it is also a good idea for you to work in the same strategy. If you feel disconnected with your team and are not able to empathize with them. Or you get the vibe that they do not genuinely believe you empathize with them. Take some of these same task and implement them in your monthly structure. Constructive feedback. One of the most successful ways to empower your team is through feedback, knowing what they need and finding ways to deliver when you can go so much further than any other process employees have needs and most often they do not want to have to call support nine times a day or ask the office manager how to install the ink or go to HR because they do not understand open-enrollment. These things often happen because the team member does not have what they need. This can range from a specific thing to knowledge. So as the leader, it is part of your role to ensure your team has a way to provide feedback for the things they need. Some organizations that use surveys to gather feedback and assess how the team is performing. Another way is to simply ask it during her team meetings for feedback. Remember, you are empowering your team. So they should feel like they can provide feedback without fear of retaliation or judgment. As the leader, you need to be accepting of all feedback and ensure you are not quick to judge or react to anything that could cause a rise in you. This needs to be an open forum and you need to save those reactions for when you are one-on-one with a team member if there is a need to. Another approach is to provide feedback and offer recommendations or praise to your team. In turn, encouraging them to do the same guidance. Guidance for your team is one of your key roles as a leader. As a leader, it is important to give guidance to your team. It is not necessary for you to be the one continually doing all the tasks. Leaders that have freed themselves from the mundane are better prepared to grow and develop processes that can improve their team. This can be workflows or other aspects of your business. As these processes are developed, it often is easy for everyone to begin coming to you to provide support for the process. This is where guidance comes in. A good leader not only develops processes, but also provides instructions so that they do not have to be the sole solution. As a leader, when you develop a great workflow, you can then in turn pass that onto your team or the organization. And with provided instructions, they can then move forward and enhanced their work experiences. This gives your team and potentially your organization a great level of empowerment when they are able to improve their workflow. As you are looking to empower your team. Remember, one of the best ways to do this is to prove information. There is information out there that your team needs to improve processes. These can include anything from standard operating procedures to how to guides to external courses. Remember, the more knowledge that they have in every opportunity, the more empowered they feel in their positions. Knowledge downloading. If you attend any professional development class, you will undoubtably find that appreciation is a factor and performance as well. You will find that appreciation has a massive effect on empowering people. When you think someone for the work they do, they are 10 times more likely to want to do other things for you. These can be simple things like telling her team thank you for feedback. We're allowing you to shatter their work when they follow your instructions or meet their deadlines. These are all opportunities to say thank you and appreciate them for the work they are doing by simply thanking them. And you encourage feelings of respect and motivation as well. Research shows that teams who actively practice praise also experienced personal health benefits, leading to fewer miss days of work, greater self-confidence, less stress, and better overall well-being. As a leader, develop a process for praising and thinking your team. Remember, you as the leader cannot make everything happen. Your team Does. It is important that they know you count on them and they are respected as members of your team. One method that has had great success for many liters is personalized notes. A simple note of gratitude delivered to your team members at their home can go along way. Empower without overwhelming limitations are also part of empowering your team. It is a very fine line between overwhelming or team and empowering them. Is your job as the leader to provide the necessary support to your team and help them realize where they need support and where they have the ability to go it alone as well. It is also important to understand, not every member of your team will feel confident to do some things. And that is okay. You are there to offer support and help them to grow and push further and further out of their comfort zone at their own pace. Remember, stressing your team out will not empower them. As the leader. It is your job to recognize the limitation and not asked her team member to push beyond the limitation too quickly. Rather focus on the team members strengths and encouraged their work at the highest possible quality. One thing to consider is when you ask team members to step beyond their capabilities, you could be setting yourself up to have to fix more issues than you bargained for. It is a delicate balance. But once you find your footing, a leader who empowers their team can accomplish great things. The greatest advantage as a leader for empowering your team is it frees you up to focus on other aspects of your position. This takes away from you having to take care of mundane and repetitive task. And it also allows your team to have more freedom and focus on work that is inspiring and rewarding to them. They become empowered to solve problems themselves, rather than waiting around for you to fix them, rather departments to solve simple issues. However, there is always a flip side where an employee can go too far and inevitably make a mistake that may be costly. With this in mind, ensure that you are empowering employees to focus on risk that they were hired to take to complete task with knowledge that you are there for their support, but you do not need to hold their hand. The advantages of the empowerment of your employees outweigh the risk of the occasional mistake. 5. Chapter 4 - Step 4: Creating a Culture for your Team: Chapter 4, step for creating a culture for your team regardless of the size of the team. One of the most common things between high-performing teams is that they have a strong team culture. If you have been lucky enough to have been part of a high performing team, you know that it is more enjoyable to come together. And often there is an electric energy that motivates and drives to the team. When these teams come together, something special happens to make them better than just their individual self. Teams with these cultures all possess a few key elements. Security. They know they are in an environment where the members are safe and secure. Authenticity. They know that their vulnerabilities are not what holds them back, but what can dry them for to take bigger risks and drive performance purpose, the team aligned around that purpose of commonality to create a clear path for goals and maintain a specific set of values. As a leader, your team may change from time to time, and it is important to be prepared to work with different goals or structures. However, regardless of the team or organization, it is important to build a culture within your team. So how do you as a leader, create a culture no matter where you end up? The first step is to realize that no matter where your team is, it is your responsibility to set the culture for the team. People in nearly every environment are looking for signals to find out what the norm should be. As a leader, it is your role to set the example and create the culture of what the norm should look like. You want your team to be co-operative, engaged and excited. To do this, you have to be purposeful in your actions. If you want to foster an environment where people are willing to speak up and be risk-takers. Important to refrain from negativity. The one bad apple concept that can be toxic and your team, this is why if you find an employee that is not aligning with your desired culture, you need to work directly with that person and find out what can be resolved to change their outlook. The worst thing you can do as a leader is to ignore the person. Furthermore, ignoring the culture of your team can cause a culture to build that may not be ideal for your team success. It is human nature for cultures to form and take place. Many employees spend as much or more time with their co-workers as they do their loved ones. As a leader, it is your job to take care of what that culture looks like during the working hours. Creating connections. It begins with creating connections. It is easy to react to problems and even solve problems when team members have conflicts. However, it is much more effective for the team when you as the leader, create connections between your team. These connections can mean the difference between your team fostering each other's growth. The following are a few ways you can encourage connections. Schedule collaborations. Assigning team members to collaborate on your problems or projects is a great way to get them talking. Peer coaching, this process, get your team talking to each other and curse them to go directly to their peer when they have a question, frustration or feedback, refrain from becoming the proxy. Reward. As team members dry this excess of shared outcomes. Be sure to award and recognize that the collaboration's, even if they are small, trust work cannot be all work schedule meetings and opportunities for your team to get to know each other as people, not simply coworkers. The whole point is to get your team to think of more ways that they are a cohesive unit that can turn to each other for support, resolve their own conflicts, and create a baseline for your team's culture. Creating a culture for your team is not an easy job. However, once it has been established, the guiding principles are easy to see. Remember that when you first begin working with a new team, it can be challenging. It is important that you know what it takes to build a positive team culture. Do not simply just begin picking values for your team that sound good. You must begin by starting at the very beginning. You need to assess what the value of the team is. This requires you to really look at the team and think about it beyond his day-to-day functions. Why are you a team? What purpose do you serve outside the department you support? The answer is not always black and white. It may take you time to develop this. Another way to approach this is to ask yourself what advantages there are four, being a team. What does bringing these people together allows your team to do? Maybe it is an opportunity to brainstorm and see things from different perspectives. Maybe it is so they can collaborate and solve bigger issues. Maybe it is a decision-making process that allows your team to see the company more broadly than just by an individual department. It could even be to combine and conquer through the use of resources and combined skills or time. After you have established your team's value, then you can begin to build upon elements that support those values. So let's assume that you establish that one of your team values is peer mentorship. This means that you believe one of the reasons you work as a team is to learn from one another to perform at higher levels. So how do you make that work for your team? It is not as easy as just simply stating, okay, we are going to learn from each other. In a team meeting. You need to actually implement processes to institute mentorship through your daily practices of your team. To do this, begin by thinking of the ways in which you can set up your team to learn from each other. This could be through a team chat or a review process, or maybe establish a lessons learned, share session, read industry stories and discuss them as a group. Ultimately, you have to find out what is going to be the most effective for your team. Let's assume that another value found for your team is decision-making. This is that your team is in place because you need each person's input to help make the best decisions for your team. And these instances, sometimes more people can make it more difficult to come to a conclusion, seeking out an answer. And these teams, it is necessary to find ways to get everyone's input while preventing a situation where nothing gets done because a team cannot agree. One method is developing a systematic, unified way to simplify decision-making. One process for this method is creating standard formatting for all reporting. This way as the leader, all the reporting will look similar and you can quickly assess the information and make decisions. Cultural structure. I know we talked earlier about structure, and you will find that it is a common theme throughout leading a high-performance team. I am sure by now a team's culture is much more than just by wearing the same uniform or dress code. Culture is the way you do things every day. These actions are what build your team's culture and ultimately play a role in your team success. So while you may be thinking, streamlining, the reporting may not make a difference. The truth is, it will. It is a way of shaping your team to work in similar methods. And it prioritizes the values of the team. When you think about culture and everyday actions, it mostly leads up to small actions. You and everyone that is and everyone that is part of your team take daily. It is the way you speak to each other and the way meetings are handled, the way you grow. All of these things make up your team's culture. As a leader, you have most likely been exposed to many different examples of team culture. Here are a few more options that may inspire you to build your culture. Demo meetings each week, hold a meeting and have someone share their accomplishments. These can be major things or small changes. The point is through the sharing and you are building a culture of collaboration. This is the way people can't see what others are actually working on and achieving. Training slot. Each week during one of the meetings, have a team member train something to the group. This can be a great way for people to get to know about conferences or books that share knowledge or leadership skills. This helps to guide the Team's voice and push away from only a single person speaking during meetings. Treat the team. This may sound like a no-brainer, but people love to come together for treats when you have a success by cupcakes or donuts. And rather than sending a congratulations email, bringing the team together, this creates a culture of celebration with a team gets a C each other's success. And notice that they are all involved in rewarding and celebrating together. As a leader, that decision you make will vary in size. Some will feel like huge undertakings, and others will feel small and almost meaningless. Regardless of if the decision is a huge tool to help your team or something small like cupcakes after a, when the effect is the same, your culture, it will come from the whole of your shared experiences. What is not nearly as important as the Y. So how can you approve the way your team feels valued? Culture starts at the top. So you are the leader, the person at the top of your team. You are the influence of your team's culture. Your actions can institute change within your team. You are the creator of the policies and procedures for your team. Or you are the person that implements the policies and procedures assigned to your team. You decide the ways in which your team will be productive, happy, how you monitor their success, and how you continue to grow. However, while all these things are part of your role, it is equally part to ensure that you are helping your team feel as though they have a part in creating the culture. Ways to do this do not have to be overly complex. Simply look for opportunities to delegate. Maybe you ask a team member to organize a dinner for the team around the holiday. Seek out those team members who have unique perspectives. These often are people who are not heard from much. Doing these things provides them a platform to share and grow. Truly exceptional leadership comes from growing your team. Truly exceptional teams have an established culture that enables them to perform at their optimal levels. By cultivating a culture where your team can thrive. You never know just how far they will push their boundaries for success. 6. Chapter 5 - Step 5: Encouraging Continuing Education: Chapter 5, step 5, encouraging continuing education. High-performance teams find the best performance, whether people are in a state of growth. As a dynamic team, you position yourself to attract high performers and retain professionals who are committed to their own growth and careers. As a new employee comes on to a team or joins an organization, it is often easy to push professional development to the back and just focus on the stress of getting caught up with day-to-day activities. This is where as a leader, it is essential to encourage continuous learning as a priority. However, if it is not a priority, you may find that your team is simply cramming learning in any way they can't do simply meet their education deadlines. Or even worse, if their current job activities are preventing them from growth, you may find yourself losing top performers so that they can pursue the learning they need elsewhere for your team to keep their growth rate up. They need opportunities to grow. So just how our high-performance teams supporting their members, professional development. They are using professional development, but that development also has to be personal. As a leader, when you are encouraging your employees to care about development, it is necessary to make that development relevant to them at the moment. You can do this by focusing on the individual first. And this is a critical step into ensuring that your team members understands that this development is urgent and a priority for the growth. Every single member on your team will feel as though they are unique and at their own level in their career. Even when you have employees that have similar job functions, there will be different skill levels and career goals. The biggest thing to understand is as the leader and you will not know your team members goals unless you ask them directly. You cannot provide the support they need for their professional development unless you align their training, what those goals that are meaningful to them. In this instance, you move yourself from being the leader to be their coach. This enables you to find ways to support their development as their leader and now Coach, you have a great impact on the development of your team, both positive and negative. It is your role to ensure your team is meeting the goals that they have, the tools they need to develop as well upon completing their training or development, your feedback is essential to building the team members confidence. The session should be done not just at annual reviews, but frequently they should be outside of incentives like bonuses and other promises that can affect the change. This development of your team members is about growth. You as the leader needs to step up and celebrate their growth with them as it happens. Mentorship. As the leader, you are the creator of your culture and part of that culture should be mentorship from you. This creates a protective environment of you and your team members setting goals, and offering feedback. As a leader, it can be difficult to remember every step along the way of each of your team members. This is where it comes into documenting their success and setbacks along the way. This will help you to be able to have more meaningful, supportive, and productive conversations to build upon with your team members. Onboarding with culture. As a leader, you begin to cultivate a culture of learning in the very first few days, weeks, and even months of having a new employee in your team. This is the time when your team members focused on making their best impression. So this is your opportunity to in turn, prover dedication to them and their development. As you onboard new team members, they learn about the team you have and the organization you support. They spend significant time listening as much to the information you share and then try to act upon it. You can set the tone for learning of these beginning phases, and this will be how they approach learning potentially the entire time they are part of your team. So as part of your onboarding process, you should develop an understanding of what their goals are. While yes, there is some training that is mandatory for any team, like compliance and emergency preparedness. It is also important to understand what the individual's goal is and understand their unique set of skills and experiences, value their time. Another thing that you have to keep in mind is that learning should not interrupt your team. It should enhance. Research shows that around 70% of learning happens through action, not formal training courses. Even when training is relevant to their career goals or job responsibilities, it can become overwhelming and lost through the use of informal learning. Employees are able to centralize their learning through on-demand content. Yes, there is some learning that must be done hands-on, but others can help individuals uncover quick solutions and get back to their work. As a leader. This could be an audio book, a website, simply showing them where to find help documents so that they are empowered for their own education. You are there to coach and guide them through their training, not to do the work for them. Welcome feedback. One of the most successful techniques and training is encouraging others to share what they have learned as a leader when you have attended a class or conference. Back to that, you also solidifies your travel when you teach someone else to do something and essentially using that content to stabilize inside JS. The interaction between team members and departments can help grow professional development. As teams collaborate and discuss even similar training, the are growing, each person that attends training will have a different perspective. When we share those perspectives, we can grow in ways that we may have not realized we're options. Visionary teams know that there was a great benefit in its members having professional development and then empowering them to share that development with their peers. This list, the team members, be supportive and communicative with their peers. So how do you keep your team to continue developing is the next question. It is always easy when they first start. They are eager to learn and excited to impress you. But when you move months or years into the future, you still want to find a way to foster that same enthusiasm for learning. The best way for a leader to do this is to ensure that continue education is challenging, that it is relevant to their development at the time, which is the best way to keep the team engaged and learning. Those top performers in your company already have a significant amount of experience and need to have a wider array of training options to boost their skills and knowledge levels. As you get to those top-level people, you may find that your pool of men towards a smaller. And this is where we suggest you teach your team how to reach out to experts in their field. Quite often. They can build relationships with others and their field at other companies and grow personally and ways your company may never have considered bring the value to the employee. Let's be honest for a minute, simply using the word training with many teams rarely inspires a lot of office joy. Teams often associate training with what they experienced in school or boring conferences where they were only able to stay half awake. The fact, however, remains that training in some way is the best way to improve performance for your team. Simply telling her team about training is not going to motivate the majority of the team. It is this motivation that we are looking for. It is an interest in the subject or desire to learn that you need to grab their attention with. When you sue desire and interests as factors for training, your team is more likely to see and absorb the information. So let's look at what keeps a team from being motivated to continue learning. Time. When employees all overwhelmed with day-to-day task, they struggle with finding time to make training a priority. Even when developing their skills may improve their workflow. It can be hard for them to focus knowing that they are getting even further behind by being in training. Relevancy. If the training is not relevant to their job or career goals or the resource will not be available for them to use. They will not typically be excited about learning about something new. Once you've figured out what a stopping or team from learning, you now position yourself to increase the motivation for your team to learn. Let's look at ways that you can motivate your team to learn career advancement. One of the biggest reasons for turnover is that the team member gets frustrated with accompany or position because there is no room for advancement as well. They do not offer any ways in which to develop skills or grow. In contrast, teams that are motivated to progress in their career development often seek out self improvement opportunities and work towards achieving them. Through encouraging training. You are showing your team that you care about them on more than a professional level, that you are bested in their personal growth as well. This strengthens your bond with your team. And in turn, you may find that their productivity and performance increases when you care about their goals and they know this, you are pushing this motivation further. Often individuals do not have a support system that is cheering them on. And you as a leader in their life, can have a great impact on their overall well-being, even if it is only through their professional development. So how do you know what kind of development your team members need? One way to find out is by surveying the team and to see where they are in their training and skill levels. You can also find out what their goals are career wise. It is important not to just look at the long-term goal, but short-term and where they want to be in three or six months. Often small training builds up the person's confidence and can act as stepping stones to get to that ultimate goal. One important thing to remember is as the leader, you are not alone. Most organizations have human resources or a people's division that can help to facilitate or source training that is both formal and informal to fit your team's goals, navigate your resources and US delegation to help your team grow, right information in the right place. As you develop training or organized training for your team, you need to think about what you are presenting and how it will be facilitated. The relevance of the training will make no difference at all if your team is not able to attend or it is delivered in the wrong place. One thing to keep in mind, if your team predominantly is on their computer, it might not be beneficial to host a face-to-face course. It may be more productive for your team to have a webinar or e-learning option. Or in contrast, if you know that your team is on the move and working remotely, it may not be possible to have a live format. Of course, it may be more beneficial to have an on-demand learning option or makes sure that the learning can happen from any device regardless of where your team is. Keep in mind that you need to assess what works best for your team and then go for it. There are so many different options for training on nearly every subject. You can imagine. Find out what is best for the individual or collective by simply asking them their opinion matters. Show your team that not only are you willing to ask them how, but also what they want to learn to improve their skills. This will create a feeling of their opinions matter to you and the organization. When they get to share their opinions and needs, they are much more likely to engage and take the training seriously as well. They will feel valued and appreciate the effort that is being made to tailor training to their development in areas that they feel will advance their productivity or career. It is also important to ensure that you are soliciting opinions from different levels of skill within your team, what your top performers need versus your new additions may not be the same thing. Once you have a system in place. The next thing is to ensure that you follow up and provide feedback for their training. Let them know that you aren't engaged and interested in the growth rewards. It's great to use long-term goals and possible payoffs as motivators. However, sometimes it is more effective to reward your team with little things and a little more immediate. These can be prizes for getting the highest score in a training, cash, days off, certificates, donuts for the office, any number of things. Really, the sky is the limit. And you should also check with your team, what kind of rewards do they like? Is it tacos on Tuesday after everyone completes training? Or would they rather get coffee delivered in the afternoon one day? These extra incentives should also play into the promotion of the concept of how their training furthers their career goals as well. Do not lose focus on the big picture. Flexibility. Traditionally, training was conducted through a series of invitations and sessions where teams listened to presentations and then return to work. This was done not in the individual schedule, but on the company schedule. This would mean that anyone who would attend must stop what they're doing and go to the training regardless of if it worked for their individual schedule. Over time, a pattern was found that this was not an idea, not for the company, not for the individual. This leads to a push and pull effect where training becomes more of a push and people were forced into it. This lesson, the value that the individuals got from the set of training. We have found that when we transition to more of a pull effect allows people to increase their skills while learning at their own speed. It removes the need for formalized training sessions and replaces them with the ability to learn on demand or schedule that training and to their workweek. Ultimately, if you want to get the most from your team and any training, it needs to not interfere with their ability to complete their standard job duties. This often means simply scheduling it into their normal working day. Accountability and expectations. Empowering and encouraging your team to take control of their personal development strengthens the concept that this is their choice and the result or a benefit of this choice. Personal choice is a great motivator for any type of extended learning. It allows the accountability of the training to fall back onto the individual. And as a leader, you only need to follow up and provide feedback to their development. Your team will look to you for expectations. They will need you to help guide them into processes and development. You are the leader and as such, you will be the person helping them to set their professional, short and long-term goals. One thing to remember is at the end of these individuals training is to assess with the individual if they feel they were able to achieve the goal they set out to gain from that training. Did they earn a certification? Did they learn a new skill? How will the training or development help benefit their workflow? Questions are your greatest tool. They allow you as the leader to use a skill by now, you should have honed in on, and that is listening. They let you listen to your team and hear from them the expectations you set before they begin their development. As we conclude this chapter, you can see motivation plays a big role in encouraging her team to grow and learn. It is a mixture of finding the right way and methods that will be the most successful for your team. Ultimately listened to your team, and they will help you guide them to achieve their goals. 7. Chapter 6 - Step 6: Leading as the Example: Chapter Six, Step 6, leaving as the example, be the example. Leadership is something that happens every day. Some leaders are great and some are horrible. Yet they are all leaders. As a leader, you have a choice to make and you are the only person in control of the type of leader you want to be. To be a great leader, it requires many competencies, like motivation, decisiveness, and the ability to lead. As an example, it can seem like a no-brainer to set the right example. You are promoted and you know what you are doing. You have the skills and qualities someone recognized as a leader. However, it is not just about your skills, it is about so much more. It is about understanding that you have to have mutual respect from your team. You have to be able to motivate your team for results. Anyone can be a poor leader, but exceptional and high-performing leaders develop teams so that crush it in their industry. They experience less conflict within their team and they inspire their employees to grow. So what are some of the characteristics of these high performing leaders? One common phrase in the business world is that managers do things and leaders do the right things. Yeah, this phrase, I find troubling because to be truly high-performing, you need to do both. You need to do the things and do the right things all at the same time, sometimes leading as a process. And it greatly requires that the individual to influence the opinions, attitudes, and behavior of others. Leaders set the standards for their teams and steer them towards the goals. They do all this by setting challenging objectives and showing your team that they are obtainable. I have identified some characteristics that fit well for leaders who are the example for their teams. Prioritizing. Those who are exceptional leaders are often very skilled and prioritizing and sending clear messages to their teams. As a leader, there is nothing wrong with setting similar expectations for your team that you have for yourself as an individual. This could be your baseline standards for your team. It is good to follow and ensure that you meet expectations and are timely. If you make an agreement, you need to stick with it. This sets the bar for what is expected from your team, making it much more likely that the team will follow this lead and do the same integrity. This is a non-negotiable for any high-performing leader. You need to act with integrity and never give anyone a reason to question your actions or validity. If you are respected and your team sees you as an individual with unwavering integrity. You gain their trust. They know that when you commit, it is important that they can rely on you. They also know that when things need to be kept confidential, that they can rely on you to remain with that same level of integrity and discreetly handle situations across the board in any organization. Integrity is one of the key things that set leaders apart. Remember, it is a team. Great leaders never forget that they are part of a team. That sometimes this might require them to roll up their sleeves and jump in. They know that by doing the actual work when needed, they are reinforcing to the team that they are not alone and that they will find a way to help accomplish the goal. This helps the team to feel stimulated and motivated. As they see their leader is willing to step away from their task and do the work. Leaders should never give tasks that they would not be willing to take upon themselves. It is all about setting the right example to motivate the team. It's your turn. What kind of leader are you? What example are you setting? Are you willing to do everything you've asked her team to do? Can you recognize the ways you need to grow or develop the ball is in your court. Show your team that you can be the leader they need and roll your sleeves up and get to work. 8. Chapter 7 - Step 7: Being the Leader, Not the Boss: Chapter Seven, Step 7, being deleted or not the boss. The last chapter is talking about leading by example. And this one is going to take that even one step further. You have to be the leader of your team, not the boss. Just because someone promoted you to a leadership role does not automatically make you a leader while your achievement is not meant to be discounted, because chances are, he worked very hard to get it. There is a difference between someone who leads and someone who is the boss. Merely being in charge of another person's work will never make you a leader. The ability to be an effective leader is one of the most growing important skills in the workplace. People are leaving great companies simply because they have bad bosses. A recent study shows that 49 percent of professional surveyed quit their job because their boss was bad. That staggering percentage makes it clear that people have options and those in professional roles are not afraid to jump ship to find success elsewhere under someone else. There is a vast array of ways a leader differs from a boss, and it is essential to analyze your leadership style to ensure you are lighting yourself in the right direction, that you are steering your team to grow into leaders themselves. Keep in mind that everything begins with effective management ability. And if you have those skills as a manager, you can modify your behavior to become an exceptional leader. So let's look at some comparisons and see if your actions are leading you to be a leader or a boss, which are you, influencer versus commander. The simple way to decide which you are is where does your authority come from? As a boss, you gain your authority simply from your position and expect that the people below you fall in line simply because of a title you hold. Whereas if you gain your authority as an influencer, you are a leader that is able to influence your team to follow your direction. This is not to say that those who are currently bosses cannot change or become leaders. It is about a shift in thinking and style. Encouraged the behavior you desire and you shall become what you desire and inspire versus explained. As a leader, you are there to not simply explained the project, but also guide and support your team. A boss merely explains that the tasks and leaves the employees to handle the work leaders while they went to empower their employees. I also want to ensure that the employee has the support they need to accomplish. The task. Leaders understand that success takes passion and desire. If your team is lacking in these areas, they will not be driven to perform at their highest potential. Mentor versus discipline. Your team is human and they are going to make mistakes. Leaders help her team fail. Ford. Leaders encourage their team to look beyond the mistake and find solutions. Bosses simply look at the behavior and use more of a reward or punishment approach when employees succeed or fail, bosses often take little time to understand the reason for the failure or issue. They simply react and move forward. This does not strengthen the team and it also causes negative morale for the team. It is important to say that as a leader, the strengths and weaknesses you should mentor separately. Leaders are focused on guiding and success. The understand that gaps may exist. And it is the team's job to find ways to build confidence and come together for solutions. Part of verses above. As a leader, it is important to foster relationships with your team that are positive. You work with your team to help cultivate and create an environment or the team feels like they can have open communication. A leader while is responsible for holding the team accountable, still works alongside the team. A boss and contrast often does not take the time to get to know the employees. The boss sees as employees as subordinates. And they should simply complete the tasks they are assigned. So how do you go from Boston leader? It begins with you. It all starts with the strategies and expectations discuss and the chapters of this guide. You focus on your behavior. Specifically, you look at your strategies as they relate to expectations, communication, and thoughtfulness. Exceptional leaders conduct themselves and their teams with the best interests of the group in mind. They treat their team with kindness and work to grow everyone, not just complete project or tasks. Strong leaders have good communication, begins with our ability to listen to their team. The quality of being able to listen can set you apart. It can allow you as a leader, to pick up on things that you would not notice if you were simply were signing and falling up with tasks. As an active listener, a leader can grow their influence and impact situations that others may neglect. As a leader, if you want to be listened to, you must first be able to listen to your team. Regardless of if you see yourself as a leader or boss, your success is dependent upon your team. When you set clear expectations and are consistent with those expectations, your staff knows where they stand and what to expect from you. This leaves little room for them to be surprised that evaluation time or to your reaction when they ultimately make a mistake. One of the biggest causes of stress in any workplace is the employee not knowing how their manager will react to a situation. This puts the team in a state of constant stress and leaves the staff feeling anxious and ultimately ineffective. When you communicate as a leader, the clear goals you steer your team and a direction, and you work with them to achieve that goal. And you go from boss to liter. So what are your responsibilities as a leader? Effective team leaders are responsible for so much more than just assigning tasks and monitoring success. They are responsible for the team as a whole, for each individual member. As an effective leader, you understand the weaknesses, strengths, and goals of your team, and utilize all the talents and your pool to achieve success. Leaders do these things to ensure they are meeting their teams needs. Provide the tools your team needs to accomplish the tasks. Challenge your team with meaningful work. Understand your individual team members need for professional development. Measure team performance, and provide feedback. Listen, be accessible and be approachable. Growth as a leader will not happen overnight. There are many things that you can do to get started on the right path. Take each day and work to improve yourself and grow for your team. As your team sees you making an effort and becoming a leader, you may be surprised at the doors that are just waiting to open for you. 9. Conclusion - How to Lead a Team: Conclusion. Congratulations. You are well on your way to becoming the best possible liter for your team. Leading a team is not always an easy job. It takes many skills to drive a group of people from different backgrounds and skill levels to high performance. However, it is not impossible. And within these sections, you have been giving a wealth of knowledge on how to lead a team. The next step is to implement the things you have learned within these sections and grow yourself to become a leader you desire. The ball is in your corner and you can choose freely what kind of leader you want to be. Managing a team can be very rewarding, and it can also be very difficult. The important thing to remember is that with any set back, you must learn something. With any success. You must learn something. As a leader, you should never stop learning and never be afraid to have an individual on your team who knows more than you do. These individuals will push you to a better version of yourself. They will push you as a leader to grow in ways. You cannot imagine. Growth as a leader is what we'll continue to set you apart from others within your organization. You now have the keys to unlock the potential of your team. It is up to you what you do with these keys and how you grow your team to be more than they may imagine possible. You are the leader, you set the tone, guide the direction, and you ultimately are responsible for the successes and failures. It is important to evaluate to where you want to grow and how you're going to get there. Your team is counting on you to guide them and develop them. Even if they tell you they are happy, right? Where they are. Continuous improvement and striving for the best environment are great ways to keep those happy. Staying happy. As you focus on the growth and development of your team, do not forget that your personal development is also key to their success. You need to continue to learn and grow as a leader. You need to focus on your strengths and learn from your own weaknesses. One key thing many leaders are afraid to admit is when they have a weakness. However, if you embrace those weaknesses and use them to grow, you will find that you have untapped potential. And ultimately your growth can help your team find success as well. So get started. Be real with yourself, be real with your team. Push yourself to see just how far you can go.