Transformational Leadership Traits: Encourages Boldness

The Transformational Leader Encourages Boldness

We tend to shy away from powerful people on teams. We sometimes do not want to have power people on our teams. This comes from our own insecurity about our leadership skills.

Remember that the Transformational Leader does not control people from a power of position. The Transformational Leader motivates high-functioning teams with their personal influence.

We, therefore, do not want to have a group of “yes” people who just want to get instructions and follow along like sheep. Creating and managing a high-performance team is a distinct skill in itself. It’s somewhat like the skill of the musical conductor. The conductor directs the musical ensemble. The conductor does not play the instruments. The conductor inspires passionate music making.

Build your teams with the best people you can find. Hang around the most successful, competent people possible. You show up as leader. You hold the vision. The team has a role and responsibility in the implementation of your vision.

Boldness means that people will make mistakes.

Boldness means that there will sometimes be a clash of egos.

Boldness means that there will be some conflict.

Boldness means that there is passion and that people care.

These things are good.

Mistakes mean that people are doing things. People are human, imperfect beings who make mistakes. We all learn from mistakes. Your job as leader is to encourage and empower that learning.

Clash of egos is when people assert their feelings and passions. It’s where they expose themselves and their most precious feelings and beliefs. It’s not about being right or wrong. It’s about engagement and involvement. Don’t back off. Be assertive. Ask for what you want. You are in charge. You don’t need to control everyone and every activity. Define the result. Let the team function at their collective and individual best.

Conflict means that there is energy. Conflict exists when there are people. Conflict is not resolved. Conflict is managed. Make corrections as needed. Eliminate the concept of blame. Identify what’s not in line with your vision, culture, or purpose. State the needed correction. Stay with the facts. Manage your anxiety. You are creating a culture of higher functioning where everyone speaks the truth in love.

Passion is why people participate in your team. Allow them to be in touch with that passion. Affirm the caring.

Be sure that you have the right people on the team. All of these strategies depend on alignment of values, purpose, and intent. See Michael Hyatt’s blog: Are You Investing Your Best Resources in the Wrong People and Seth Godin’s blog on Long-term manipulation is extremely difficult. These posts will give you perspective on managing yourself in dealing with people. Be sure that you are not over functioning and that you manage your own anxiety. Dealing with powerful people means that you must be in alignment. Set your own boundaries and model what you want to see in the team.

Set the bar by defining the end goal. Allow the team to create the implementation action plan. Set clear boundaries for what is not acceptable. Address what’s not working as coach, mentor, or cheerleader.

It’s your vision. Share it with people who want to see it happen.

Then, get out of the way.

Hugh Ballou
The Transformational Leadership Strategist

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Hugh Ballou (Author)