| Imagine trying to beat an opposing soccer team of | | | | suggests it and has the idea accepted as his. After |
| eleven players all by yourself. More commonly | | | | listening and accepting the ideas of the team they will |
| consider not using ten team mates and trying to win | | | | be far more committed and use their own initiative |
| the game alone. Sounds silly but this is happening in | | | | to get things done. If the leader still has more ideas |
| companies all over the world. A commentator | | | | on what needs to be done then with clever |
| standing on the side of the office pitch would | | | | questioning he can get the team to come up with it |
| describe the amazing efforts some people make to | | | | themselves. |
| alienate their fellow workers and try to beat the | | | | A key role of a leader is to encourage all the talents |
| opposition by themselves. Usually the individual is | | | | of the team to participate and feel an important part |
| totally unaware of what he or she is doing. | | | | of the team. Another powerful approach is to |
| I was with a team recently at their morning meeting | | | | congratulate good team behaviours. You can do this |
| planning the day ahead. The leader came in, sat down | | | | as a leader or as a member of the team. Look out |
| and asked 'what do you think we need to do today?' | | | | for people who are achieving their success by making |
| Before anyone had a chance to speak he began | | | | others successful. This can be by being supportive, |
| speaking again and said 'we need to do A, B and C. | | | | doing work on behalf of the team or working |
| Any questions?' You have probably been in meetings | | | | tirelessly to get the result the team is seeking. Praise |
| like this yourself. By doing what he did the leader is | | | | this behaviour to the skies and make sure other |
| killing initiative and only using a small part of the | | | | people see you doing the praising. The best soccer |
| potential resource of the team. If he wants to be | | | | teams often have a great striker but always have a |
| directive then don't come in and ask for ideas on | | | | strong team behind him defending the goal and |
| what needs to be done. If you do want input then | | | | creating the opportunities for the striker. Great |
| give time for people to offer ideas. I explained to the | | | | strikers in poor teams rarely win much. |
| leader that even if he knows what needs to be done | | | | Use these ideas to create and be part of your own |
| it is ten times more powerful if one of the team | | | | winning team. |