Think back to a great teacher you’ve had in your life. Maybe there was an exceptional teacher who encouraged you and helped you explore future career opportunities that would incorporate your talents.
Maybe you had a coach who not only taught you how to do a perfect lay-up, but also reminded you about the importance of getting good grades in addition to high scores.
How about your friends or parents and all the lessons they may have taught you: to push yourself to succeed, to do the things you love, to believe that you can be or do anything that you set your mind to.
Teaching Others to Find Success
Great leaders love working with people—it’s that plain and simple. Personal interaction on a professional level is what keeps leaders going, what inspires them to try harder in everything they do. Of course, there are always exceptions.
There are those people in a formal leadership position who become more concerned with their own achievements instead of the people they influence. Too blinded by their own egos, they think they are great leaders, capable of lifting the team to new heights that it could not possibly attain on its own. This desire to achieve is admirable and temporarily good for the company’s profits but, in the long run, it will not work. Even though people such as this claim to be leaders, it’s clear to others they are misclassifying themselves.
There’s a big difference between managing others to success—and teaching others to find success themselves.
Great leaders find satisfaction not only in teaching others but also in mentoring them—in showing others how they can become more than they ever believed they could. These types of leaders have a strong drive to invest in people not for the return it will give them, but for the rewards it will bring to people personally.
You Have Teaching Skills
You may be thinking that because you don’t have any formal educational training under your belt, you don’t qualify to teach anything to anyone. But instead of coming up with reasons why you can’t, look instead to the following teaching skills that great leaders strive to follow:
- Bringing out the best in people. As a leader, your interactions with others are positive; even in the face of crisis; you stress the “upside” and motivate those around you to do the same. Your optimism and drive inspire others to work to their potential; a good teacher uses enthusiasm to bring life to any subject, no matter how difficult or disliked it might be.
- Inspiring trust. Because they know that you will always “have their backs,” your team members give you their full faith. Trust is an important component in learning—who will believe in a teacher who is untrustworthy? When it comes time for you to fill that role for others, you will have their attention as well as their dedication.
- Working as part of the team. While good teachers must have a certain air of authority, they also give their learners the sense they are all in the learning process together, that they all have a stake in the sharing of information. Leaders utilize this same technique when they show others they are willing to give them hands-on training, or to troubleshoot a problem with them instead of handing down orders and expecting them to be followers with no involvement on their part.
- Being a good role model. The most effective way to teach people is by having them do the talking rather than you. Telling alone—what I like to call “preaching”—does not signify or create commitment. Your team will get more out of seeing you model the right way to handle situations than they will from hearing a speech about how to do it.
Know the Difference
A great leader is also a great teacher by understanding the difference between management and leadership.
Situations arise from time to time that call for people in formal leadership positions to rely on management skills—to be a manager when people don’t want to work with you or don’t want to learn. Or, at home putting your “parenting hat” on and making a final decision or setting boundaries.
Deciding which “hat” to wear—leader/teacher or manager/parent—can sometimes be difficult. To help you decide which way you should address a particular situation in the workplace—as a leader/teacher or a manager—first decide what the underlying issue is.
For example, if a team member comes to you with a concern about a coworker’s contribution to the team, should you take it as a cue to coach him in the concepts of teamwork, accountability and confidentiality? Or, as his manager, should you tell him that he needs to focus on his own work and contribution? Which hat to wear depends on the situation.
As you lead others, there will be many situations in which you will use your leading/teaching skills, and some that will require you to transition to your managerial skills to ensure a culture of commitment. Here are some workplace examples:
- Teaching Skills: Misunderstandings about the work that needs to be done. If a particular employee is not operating to her full potential because the scope or procedures of a project have not been optimally communicated to her, take it in stride and recognize that you may have to put in some teaching time with her to bring her back up to speed. Don’t simply give her the manual or verbal instructions and let her figure it out herself, as a manager would do; take the time to explain the process or procedure again, knowing that your effort will help her produce better work in the end.
- Managing Skills: Low productivity. If, on the other hand, you have an employee whose production level is low and you’ve spoken to him about it already in the past, it’s time for you to put on the manager’s hat and let this person know that he really has to pick up the pace. You’ve probably already addressed the “people issue” surrounding the downturn in his output—that is, you’ve worked with him to understand the root of his issue and solved it in a manner that agrees with you both. If, after all your leader/teacher efforts, it’s still just not working out, then you need to step up, be the manager, and set up an accountability process.
- Teaching Skills: Interpersonal issues. If team members are in disagreement and come to you for mediation, coach them in conflict resolution and cooperation principles. If you can teach them how to develop solutions and commit to acting upon them together—without bringing you or another manager into it—then they will have the communication skills to resolve their own disagreements amicably in the future.
- Managing Skills: Putting a plug on negativity. As a leader, you strive to create a workplace environment in which no one wants to talk
negatively about anyone else, but the fact of the matter is that it will happen anyway. When you become aware that the rumor mill has been put into motion or that malicious statements are being made, it’s time for you to step in and use your managerial authority. To nip the behavior in the bud, remind your employees about the organization’s core values and provide clear expectations – no exceptions.
It’s All About Balance
It may seem as though management and leadership are two distinct entities that cannot exist in harmony with each other. But they can and both are essential; it’s just a matter of knowing which one to use at the appropriate time, and not letting one take over the other.
As with so many things in life, running a successful operation or household is all about balance – knowing when to take time to teach and when to manage.
I’d Love to Hear from You
If you have ideas that you feel like sharing that might be helpful to readers, share them in the comments section below. Thanks!
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