If the leader is a “fixer”, the team will scramble to fix problems. If the leader panics, the sense of urgency and fear in the team will rise at every bump in the road. If the leader ignores issues, the team will likely follow suit until of course the leader is embarrassed enough to address them. If
How does a team react to adversity? Do they acknowledge it? Do they attack it head on? Do they analyze it? Do they ignore it? Does the team scramble when something goes wrong? The team’s response to adversity is correlated to the security, experience, and maturity of its leader.
The test of every team leader’s humility and self-awareness is the level of comfort they have in saying, “I don’t know”. Leaders solve problems and often hate to admit when they don’t have an answer. Admitting “not knowing” is the first step into the realm of the unknown source of the solution. A team leader must rely
Every team has its strengths and weaknesses. There are a lot of differing opinions on where a team should spend its time. Do we accentuate our strengths or do we improve our areas of weakness? Every team leader should be aware of both. There is a time and place for addressing each of them. Strengths should be
Sentiment is defined by freedictionary.com as “a mental attitude modified or determined by feeling.” Sentiment has an interesting effect on a team dynamic. If used correctly, sentiment can motivate a team to work as they should, based on the convictions of the team. If used incorrectly, sentiment can blind a team from looking at their situation accurately
Great team preparation allows a team to face any scenario as it comes. The hard work is put in to help gain an understanding of everything there is to know about a challenge or opponent. That understanding helps when making the necessary adjustments when the time comes. It takes work to prepare and it takes work to
The best coaches game-plan for adjustments. They understand that all the potential circumstances of a game cannot be accounted for during the practice week. A great game-plan prepares the team to make a great half-time adjustment. Many of the unknowns that a team faced heading into a game are revealed after spending two quarters with an opponent.
A team should plan for the future. Those plans take a great deal of discipline if we are excited for the day when our changes will be implemented. When we decide what we will do too soon, we create a false sense of urgency for implementation. Plans should always fit the context of the situation. Our prognosticating
It’s better to solve future problems when they are closer to becoming a reality. We can set an expectation for a certain method that may or may not be appropriate to the actual future context. It can be frustrating for some of the teammates if another plan is implemented than the one everyone is expecting. Avoid creating
Teams that are passionate stand out from the rest. They care a lot more about what they do than others who say they are accomplishing the same thing. The same passion and devotion that sets a team apart from the rest at the finish line causes them to look weird and different along the way. Those that