“]The sound “Sachin tendulkar’s looking like a teenager on the stadium” filled the stadium even before the match started. Much was spoken about his new hairstyle which typically symbolizes the state of mind…letting hair loose or being oneself. He played his natural self letting Levi take the tension of scoring the points whereas he hung around making his ones and twos and giving the game his direction until he got injured and had to leave the game. His decision to hand over the captaincy to Harbajan only added on to this free to be approach to the game, allowing the little master to bring forth his best foot forward. Harbajan on the other hand with the new responsibility on his head worked hard to prepare for the match. A combination of these two shifts of responsibilities amongst the two most talented players did the magic of bringing out the best in both, winning the team the first match against Chennai Superking in IPL 5.
Using psychology to bring out the best in the individual keeping in mind the larger goal of the team is what brings out the sportsman in a sportsperson and a leader of the winning team in the corporate. The principles of which are known to us all – Focusing on individual leadership where leadership is an action, not a position – each of us, as individuals, need to be leaders, regardless of whether or not we have a formal leadership role. This is where leadership begins – “in here,” before moving “out there” to lead others. Sachin is a player who plays best when he plays for himself. With the celebration of his 100th 100 in the recent past and freeing himself of the burden of captaincy permitted him to be this whereas bringing Harbajjan in the team who was motivated to show his performance with the new responsibility brought out his talent too. Motivating an individual to do more than he has been, yet not overburdening the person with more that the person feels stressed out is the key to optimum performance.
A metaphor for this is of a wheel. For example, just as a wheel’s weight-bearing ability depends upon the strength of its hub, so too does the strength of an individual, team, or organization’s hub (vision, values, and purpose) determine the weight of the performance and changes that it is able to carry. The wheel also represents the circular nature of leadership – there is no beginning or end. Each of the supporting leadership principles around the outside of the Leadership Wheel are interdependent and interconnected. If our team or organization develops all the leadership skills, the wheel is well rounded. If it is deficient in one or more of these skills, the ride may be a little bumpy.
Focus and Context
Personal Leadership: The Core of My Being
We find what we focus upon. The centre of my being starts with where I look, what I believe, and why I exist. Three core questions set the focal points and the context or main filters of my life. They also establish my magnetic field and attract the positive or negative people, circumstances, and events that I am experiencing in my life. Changing what’s being attracted to me starts with changing my personal magnetic field.
Leading Others: Points of Origin
Highly focused leaders paint clear pictures of what success looks like for a project, the team, or the organization as a whole. Strong leaders “emotionalize” that picture and bring it alive for people. Powerful leaders impart a sense of trust and credibility by leading true to a core set of values or guiding principles. People respond to this leadership because they can clearly see the principles from which it flows.
Responsibility for Choices
Personal Leadership: If It’s to Be, It’s Up to Me
We may not choose to be victimized, but we choose whether or not to be a victim. Leaders take responsibility for their actions in response to circumstances for which he or she is not responsible. Choice, more than chance, determines our circumstance. I choose whether to see the world through optimistic or pessimistic glasses. Either choice becomes my reality.
Leading Others: From Victim to Victor
When faced with difficult changes or problems, we have three choices. We can be a Survivor and just hang in there waiting to see what happens. Or we can choose to be a Victim, using the situation as one more example of how crap like this is always happening to us. The third choice – the leadership choice – is to be a Navigator. Leaders take initiative and navigate their team through doing what needs to be done rather then waiting for “them” to do something.
Personal Leadership: Getting Real
It’s not about changing them, it’s about changing us. That starts with changing me. I can’t influence others to change what they’re doing with the same behavior that contributed to their current behavior. Leadership isn’t just what we do, it’s also something that we are, which then drives what we do. The deepest and most lasting leadership comes from the inside out. It’s authentic. It’s real. It’s genuine.
Leading Others: Let’s Get Real
Authentic leaders build the trust that bridges the “We-They Gaps.” Such leaders have high integrity and consistency. They foster environments of openness and transparency, which gets real issues on the table. Their personal authenticity encourages authentic conversations that pull the team together. As a result, teams get to the heart of performance issues rather than playing politics or sucking up to the boss.
Passion and Commitment
Personal Leadership: Beyond Near-Life Experiences
Too many people let their disappointments and cynicism slowly extinguish their life spark. Leadership is the stuff of dreams, inspiration, excitement, desire, pride, care, passion, and love. These are issues of the heart, not the head. When we connect with our inner spirit, we feel the most intensely alive. A burning commitment is a clear hallmark of passionate and highly effective leaders.
Leading Others: All Fired Up
When people care deeply about their work, they don’t need to be pushed into performing at their best. Leaders inspire people from within. They ignite the internal passion that fires self-motivation. Leaders build performance partners throughout their teams or organizations. This involvement and participation turns disinterested people into committed stakeholders.
Spirit and Meaning
Personal Leadership: With All My Heart and Soul
When our work is part of a deeper life calling, we put our heart into it. That’s when what we do becomes a meaningful expression of who we are. Leaders love their organization’s greater purpose and see its products or services contributing to a bigger world that they love. That love — and desire for growth and development — extends to everyone involved.
Leading Others: Matters of the Heart
We all want to make a buck; but it’s not the same as making a difference. All of us need to connect with something more important than our own personal success. Strong leaders know that a key to fostering individual passion and commitment is finding the “nobility” in every job. When people are proud of their work, they bind organizations together with a shared sense of spirit and meaning.
Growing and Developing
Personal Leadership: From Phase of Life to Way of Life
True and lasting security comes from constant growth and development. Our development is our choice. Those accumulated choices prepare us to take advantage of unexpected opportunities or weaken our abilities and set us up to be victims of change. Our leadership development choices raise us up or drag us down. What I am going to be tomorrow, I am becoming today. To get somewhere else, I need to grow into someone else.
Leading Others: All That We Can Be
Our belief in people’s abilities to grow and develop – or our lack of it – often becomes a self-fulfilling prophecy. Great teams are led by great coaches who inspire and assist each member in achieving his or her full potential. Leaders work with people to discover where they are best able to thrive and succeed. Setting roles and goals, building on strengths, and dealing with poor performance are just some of the leadership strategies that leaders use to grow people.
Mobilizing and Energizing
Personal Leadership: Putting Emotions in Motion
We use our intellect or IQ to manage with the head. We use our emotions or emotional intelligence (EQ) to lead with the heart. EQ is much more important than IQ in predicting personal or organizational success. Highly effective leaders help others deal with the reality of current problems by focusing their attention on what’s possible. Strong leaders boost the energy of others with their optimism, passion, and appreciation. This recharges everyone and makes them eager to do more.
Leading Others: Go Team, Go
Leaders know that motivation is an inside job. A manager can’t single handedly motivate people, just as a gardener can’t force plants to grow. Believing that we have the power to motivate other people is a common conceit — and any attempts to do so are rightly seen as manipulative. Strong leaders, on the other hand, recognize that their role is to create the conditions that lead to self-motivation. Leaders often energize people through servant leadership — by working for them. Leaders build strong teams and foster high energy teamwork. Strong leaders are strong communicators.