Who's Really Leading?

When does "team participation" evolve into lack of leadership?

Each member of the team should have mental ownership of the enterprise.   Their contributions should not only make the enterprise stronger, but they should also make the overall team a better working entity.  Soliciting team input and activating some or many of those ideas truly does create a better product or service.

There is also a point, I've noticed, at which time team input can devolve into a lack of leadership.   The team is not following the leader's instructions and bedlam ensues. Here are cautionary markers;

• If a leader is failing to lead and using team input as an excuse.   For example, "I've told them several times that we are going to start this project, but they consistently raise objections and refuse to activate."  There are always going to be objections, some legitimate and some are excuses.   The wise leader needs to differentiate between the two, use the former for constructive editing of a project and dismiss the latter.  
• If exceptions are becoming the rule.  For instance, if there is an edict that all team members wear parkas - it would be practical to exempt South Floridians from this particular rule.  But let's say that in another area of the country they don't want to do it because they just don't like the looks of parkas.  In another part of the country, they prefer to wear quilted jackets.  Now the leader is faced with exceptions mounting on exceptions and chaos reigns.
• If team members are telling each other, or you, how to work around whatever action you want taken.  For instance, "Well, I know she said she wants that. . .let's just wait until Friday when usually she's in a better mood."   If the leader's directives are being dismissed because people have figured out how to work around them, there's trouble.
• If leaders are frustrated that their directives are being ignored.  In other words, nothing is really changing or being accomplished.

The solutions lies with the leader, who must strike a fine balance between consistently engaging the team and being able to align the team to activate a common directive.   There are simple issues on which the leader says, "We are just going to do it this way."  There are more complicated projects in which team input is need.   Generally, that model looks like this.

1. Set the direction for the team
2. Ask the team for input
3. Carefully weigh all input
4. Work with the team to craft a common solution
5. Execute to that solution

If individuals on the team are not following leadership, it needs to be addressed, lest the leadership is wasted and other teams members become disenfranchised.

Strong leaderhip has the ability to do this:  confidently set goals and expectations, quietly listen to team input and move the entire team forward with the best possible solutions.

Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, PCs, IPads, IPhones and Macs from Amazon Kindle