Question: I was happy with my promotion to team leader until I found out my new team is way behind on its project targets. This group has strong technical knowledge and seem to think they have all the answers. Since I'm not as technically proficient, how do I get their respect but also get them moving?        - Tom A.

Bob's Answer: As you move into this leadership position you have two challenges - a team that's struggling, behind on its targets, and a team that may reject you because you're not their technical equal. We worked with a leader over many years who was moved around within a large corporation because he was so effective with struggling departments and divisions. I'll call him Joe, though that was not his real name. In each situation Joe mastered the fine balance that's essential to success in these settings - he balanced humility and confidence in perfect proportions.

One technical division he took over was also plagued by lax standards and deadlines that weren't being met. Joe moved in with humility - he met with each manager in the department right away, asking for their ideas, finding out what they thought needed to be done to turn things around. Being willing to listen is especially important when leading a technical team - they need to know that you are sensible enough to know that you DON'T know everything.

Joe was also confident and straight-forward - he spoke to the whole group confidently and calmly, assuring them he believed that together they could not only achieve their goals, but become the best division in the company. And that's exactly what happened.

Lyn's Answer: Any new team wants you to assert your leadership - especially a struggling team. They want to feel that you will be able to lead them to a better place. In another company one of our team members coached a young woman who had just taken over a larger department. The client said, I'm just going to lay low for awhile - just go around and visit everyone, see what people are thinking.  

At the time, Frank Blake had just taken over Home Depot. Bob Nardelli had just been let go, and there was concern over searing criticism Home Depot received in the press. Our coach offered this feedback:  Frank Blake is known as a humble leader. We've heard that he asks to be called by his first name, and he listens to the front line for ideas. 

How do you think people would feel, though, if at this critical time he just 'laid low' - didn't address the troops, just listened? Would Home Depot employees have the confidence in their future to work boldly and energetically towards it?  To inspire your team you have to balance the humility of listening with assertive leadership.

You didn't get to enjoy the success of your promotion for long before you encountered a new challenge! That is so often the case when we decide to reach higher rather than take a more comfortable path in our careers. When you commit to moving to the next level of leadership, part of what you commit to is improving your self. To handle that new level of responsibility, there are new things to learn and the quality you need to focus on now is self-confidence. When people have confidence, others will follow them. Managers infect their teams for good or bad with their attitudes-infect your group with confidence.

Bob:  Self-confidence involves taking responsibility, embracing necessary change and moving forward decisively while balancing your decisions with great respect for the others around you. It is an essential quality for a leader. Many people think confidence is what you achieve when you become good at something and other people recognize you for it. But confidence is a leadership skill that you can learn - a quality of thought and demeanor that we often tell our clients is "there for the taking."

Accepting a stretch assignment as you have done is a good way to learn self-confidence. Here are some others:

    * Find a role model in the company who displays confidence. Don't mistake the swagger of ego for confidence, though. Someone with real confidence is fully accountable, but equally respectful of those around them.

    * Envision being successful. See yourself going through the steps it will take to get the outcome you want. Just like a pitcher on the baseball mound, practicing in your head can develop the confidence to do it in reality.

    * Keep your attitude positive. Catch yourself when the voice inside says you can't, and use positive self-talk to remind yourself that you can (and will) follow through.

Lyn: Great leaders balance confidence with humility, which isn't thinking less of yourself, but thinking more of others. Humble leaders find value in others, and consequently others are inspired to follow them.
 

© May 2009, Turknett Leadership Group

Turknett Leadership Group has guided executives from Fortune 500 companies and entrepreneurial firms to successful answers for over two decades. If you have a question about the best way to lead your organization or develop your own skills as a leader, send a confidential e-mail to: Answers@turknett.com. Find more helpful resources and effective solutions for executives and companies at www.turknett.com.