As a Leader, What Do You Do to Develop Your People?

Encouraging collaboration is the first task for a team of people, where it will be necessary to build trust to facilitate relationships. Likewise, strengthening others within the team will create a self-determination to participate and thus also to develop competencies.

The delicate task of a leader is to identify people’s abilities, understand their emotions and encourage what they can do for the benefit of the team and their own development, as well as for the benefit of the results that we pursue within the team.

The leader must promote competitiveness within the team but must ensure that internal competition does not limit the performance of the members because they feel defeated by one of their own team.

A task that must be practiced consistently is active listening, since with it, you will be able to determine if there are divergent points within the team and to try to take advantage of those that represent the greatest advantage to the team to achieve the highest goals in your performance. Reducing the gap of divergence is not an easy task but active listening builds and strengthens bonds with the team.

When we try to develop personnel in a work team, it is extremely important to recognize their differences but we must clearly keep in mind, as leaders, that respect and dignified treatment are essential to promote the performance of higher goals. If we also mix in the “Emotional Coefficient” of each member, we will realize that motivation means something different for each person. Here we must reflect on the decisions that are made, individually or on their own, since these must be supported, especially because the leader drives them, although in the end, let’s not forget that we are a team.

Within the work of “empowerment,” collaborative goals must be developed, which requires the leader to know who the volunteers are who can undertake tasks and reinforce their strengths to act in certain situations.

Teamwork demands a good deal of freedom in decision-making and assumes that we train people to exercise it. Knowing that collaboration is visible in the results, this freedom of choice regularly leads to better results. Giving management autonomy is not a matter of comfort for the leader but it is clear within the team that we can make better use of individual talents.

We have to remember that any leadership practice that increases confidence in decision-making and shows its effectiveness in results, provides a level of power to people and consequently their chances of success.

Let us remember that trust is a very delicate ingredient to build and very easy to destroy. It is imperative that you demonstrate your values ​​in how you act and in what you say. Your ethics must shine through any process. Never abandon your principles because only then will you form what you want, which is “empowerment.”

Therefore, keep your word and what you have promised, be aware and consistent with what you say as this also impacts your reputation. If for some powerful reason you cannot keep a promise, you should talk to the person or people involved and explain it to them. This facilitates constant communication. Do it without fear but with responsibility and respect. This generates trust.

Another delicate and no less important task is to open the opportunities for others to take the lead, and you must trust them, as someone else did with you. This is a more credible way of leadership since you put your power at the service of others to achieve higher goals for the team and the person who received the opportunity.

To achieve a more effective and lasting “empowerment,” involve them in the planning from the beginning, but also have them participate in the results. Remember that even in this landscape of maintaining a healthy distance, due to the impact on health ( COVID-19), contact is important. Try to hold frequent meetings. If you use a chat to communicate, do it frequently but with a strategy and spend time making sure that the people who make up your team are clear and consistent regarding the principles and standards that have been agreed.

As leaders, we must not forget to constantly review the training of each member to understand how we can provide support and what we can develop further if there is an area that is not robust. Surely, enabling others to act as leaders takes time and it is a task that someone else undertook with us. So, how do you foment leadership?