Most leaders have the technical expertise to do their jobs effectively. In fact, that's usually the reason they were promoted to leadership positions in the first place. But technical know-how is only part of what it takes to be an effective leader. Many managers and executives may be surprised to learn that it's not even the most important part. Technical expertise and knowledge are prerequisites to good leadership; they're necessary, but not sufficient. The ability to relate with and motivate the people who report to a leader is far more important. Much research shows that when people can work in a climate of respect, caring, honesty, collaboration, cooperation and trust, they maximize their contributions to the organization. In other words, leaders simply do not succeed without people skills -- yes, that "touchy-feely stuff." Most leaders aren't born with the relationship skills they need. When it comes to dealing with people problems, newly promoted leaders too often feel like they're winging it. And when inevitable problems and conflicts arise, they feel frustrated, even helpless.
Characteristics of the most effective leaders include:
-decreasing the power differential between self and team members.
-creating conditions for distributing the leadership function throughout the group.
-showing respect for intrinsic worth of team members.
-showing respect for team members as individuals who are different from the leader.
-understanding that people aren't there to be used, directed or influenced to accomplish only the leader's aims.
-listening with empathy.
-demonstrating acceptance.
-expressing his or her own beliefs, needs and ideas honestly, clearly and without blame.
-working to resolve conflicts in a way that creates mutual need satisfaction.
Do a quick self-check. If you lead people, you owe it to them (and to yourself) to honestly and frankly assess the current conditions in which your team members are working. The following questions, approached with an open mind, can help you identify opportunities to improve your leadership skills and to make your team more productive, more satisfied, more loyal to you, and more likely to recognize and remedy team conflicts and people problems before they get out of hand.
Ask yourself:
Do I really trust the capacity of the team and its individuals to solve the problems facing us? Or do I basically trust only myself?
Do I create a climate in which my team can have creative discussions by being willing to hear, understand, accept and respect all input? Or do I find myself trying to influence the outcome of discussions?
Do I honestly express my own beliefs and ideas without trying to control those of others?
When there are problems and conflicts, do I make it possible for them to be brought out into the open, or do I subtly communicate that they should be kept hidden?
Embodied in each of these questions is a different, proven, tested people skill. And just as technical expertise is learnable, so, too, are people skills. It's an endeavor that takes training and practice, practice, practice, but the payoffs in morale, productivity and energy are both measurable and immeasurable.
Brian Anderson is the principal founder of BA Search Group, an executive search, coaching and consulting practice in the Naperville-Aurora, IL market.
