E-learning ENGLISH
Vocal Characteristics
Language
EnglishVoice Age
Middle Aged (35-54)Accents
North American (General)Transcript
Note: Transcripts are generated using speech recognition software and may contain errors.
to be a leader, you must be deliberate and thoughtful about what you do and how you do it. But if you think it's on Lee about you, you're missing the bigger picture. You can do more than add value to our organization. One task, one person or one team at a time. Leaders go further than simple addition. The best leaders are multipliers, and they crowd source leadership. They go beyond their individual reach. They spark leadership by inspiring, motivating and connecting a network of other leaders. The result is a multiplier effect where leaders accelerate the process of driving our bank forward. How do leaders spark leadership in others by doing four things deliberately, thoughtfully and routinely sharing well? In my first manager role, I thought that information sharing with direct reports was on a need to know basis. I felt that if I knew more than others, I'd be perceived as the expert. That information would give me power and make me indispensable. As a result, I was struggling, and so is my team. Luckily, my manager had a different perspective over the course of a couple of months. Under her guidance, she helped me understand the power In sharing information, I discovered that once I brought my team into the loop, the flow of information started to go both ways. Last quarter, I asked my team to prioritize activities to support our district's goals. Mike expressed strong preferences, and no one including me, disagreed or proposed alternatives. So we went with Mike's idea Throughout the quarter. My team was unenthusiastic. We ended up missing our target. When I asked what happened, the shrugged and indicated that since Mike always got the last word, it was easier to go with the flow. I learned two things. First, silence is not agreement. Second, my silence and there's was us avoiding conflict, and our team, our bank and our clients suffered as a result. I know Mike means well and believes deeply in what he says, but his insistence makes it hard for others to offer critiques or propose alternatives. So I approached Mike privately. I shared my observations and asked for his ideas on how he could help open the door to healthy conflict. In the next planning session, we agreed that in addition to his own ideas, he'd helped bring at least five ideas forward from the rest of the team. I asked Mike describe and asked the team to step it up. And they did, with 13 new ideas and three enthusiastically supported activities. Fast forward. Three months, we exceeded our targets.