“Leaders who lead effectively are able to assign their personnel to their rightful roles and responsibilities based on the giftedness and diversity in skills among their people.”
– Francis Abbah
Due to the diversity in gifts, skills and talents among people, leaders who lead effectively are able to assign their personnel to their rightful roles and responsibilities that match those unique traits in order to not only increase productivity, but also for their personnel to work in the areas of their strength.
Bringing people on board becomes the first step in the leadership coordination journey. However, there is another step. And that is, to assign people to their rightful roles and responsibilities based on their giftedness and skills.
True fulfilment is ignited in the lives of others when they enjoy what they do and find meaning in the roles they play, whether it is in a small setting or a much larger setting.
When others are made to perform responsibilities that align with their area of strength and skills, people no longer see their roles as a duty but rather as fun and enjoyable. They also tend to increase in their level of productivity even as they strive to become better each and every day because of the love they have for what they do.
Leadership coordination is probably one of the most significant aspects of leadership. Because no matter how talented and gifted a team is, if they are not put in their proper roles, they are likely to produce less than they potentially could and they are less likely to enjoy what they do. The best way to solve this problem is to put people in their rightful place on the team.
However, before leadership coordination can take place effectively, leaders will need to know the team, know the members of the team, know the vision of the team (future), know the team’s history (past) and know the current status of the team (present).
Before coordination can be done effectively, leaders will need to know their team and teammates. Leaders will need to know the strengths of each individual on the team, the skills and experiences of their teammates, the temperament, attitude, passion, discipline, emotional strength and potential of each teammates. By studying their people and asking the right questions, leaders will be able to further understand their people which ultimately makes it easier for them to assign the right roles to their people.
Secondly, leaders will need to know the vision of the team and what it is trying to accomplish, know the team’s history and know the current status of the team. Vision of the team deals with the future, while the history and current status of the team deals with the past and present respectively. The vision of the team allows leaders to know what the team needs to aim for which ultimately directs the use of resources, and the kind of opportunities to seize in order for the vision of the entity to be attained. The history of the team allows leaders to understand the past of the team in order to direct future decisions to be made whereas the current status directs the actions to be undertaken to see to it that the team is moved from that point to the desired destination (vision). For leaders cannot take the team to the desired future (vision) if they do not know the team’s present (current status) and history (past).
A team is nothing more than a group of people. But a great team emerges when others perform tasks in the areas of their strength and are made to develop and grow in those areas which eventually will help the entities attain their set vision and goals at any point in time.
Fabbah Leadership Consult
Contact: +233209133430 / +233504313099