"No one is capable of giving direction unless he or she knows how to take directions and carry them out." 

Just what does this quote mean?  Well, it could quite easily be interpreted simply as meaning you need to work your way into leadership.  This in itself is not an incorrect interpretation of this quotation.

Once could also interpret the same quotation as meaning that to be an effective leader you need to develop the ability to persuade others to motivate them to work with you to achieve a goal.  We motivate individuals in a great many ways.  Essentially motivation comes down to either pushing people to work the process or pulling them along with you as you work with the process.

A friend of mine uses a length of rope on a table to demonstrate the difference in leadership types.  If you push the end of the rope it merely bunches up and may or may not move forward.  However, if you pull the rope from the lead end it moves easily across the table surface.

The question then becomes whether you are using push or pull leadership with your team.  An analysis of your answers to the questions below may help with that determination.

a) Do you set performance targets then present to your team with the challenge to deliver?

b) Do you expect them to "go the extra mile" while you take time off?

c) Do you set team targets then reward on individual performance?

If the answer to any or all of these questions is YES, then there is a need to re-evaluate your leadership styles.  You are no doubt using the "push" style of leadership.

Should the answer to all questions be NO, there is a good chance that you are employing a "pull" style of leadership.  This simple analysis in itself may not provide all the answers but it will help point you in the right direction.

The next question is how to move from the "push" style of leadership to a "pull" leadership style.  Essentially it requires becoming involved with them in the challenge your organization has before it.  You become involved when you show both in what you say and what you do that you are interested and care.  You need to clearly demonstrate that what you do is for the greater good of the organization, not merely something that will boost your own value.  You need to clearly demonstrate with words and actions that you want your team to develop as individuals.


© 2007 The Newman Learning Group Inc.