A myth that prevails in the business world is that leaders are born, not made.
I frequently hear patients or clients describe themselves as followers rather than leaders. Yet they wish they could develop the skills to work with people in groups. They are aware that many leaders lack the ability to deal with employees. They realize that understanding personalities and getting them to work together is a key to successful employee relations. And they know such an ability shows up in meetings.
Here are a few suggestions I have offered these people so they can be better employees and better leaders in group situations.
• Before a group is assembled, the participants should be told what the meeting’s goal is. Without a clear-cut understanding of the meeting’s purpose, participants may voice opinions but never reach a synthesis.
If you are the leader, state the purpose, then try to create a relaxed atmosphere and ask for opinions from each member. Allow ample time for each person to respond as you study the group reaction.
If you are a group member, listen carefully to each person’s contribution before you express your idea. Be well-informed before you make comments. You should observe human nature in action. Be aware of the personality of each member.
• After a meeting is over, follow through with an evaluation. What was your reaction to the thinking processes? What was the group’s mood at the beginning and at the end: if you were the leader, how could you have changed this? If you were a participant, how could you have molded the group and promoted harmony?
Successful group meetings include participants who are critics, challengers, supporters, informants and peacemakers. Evaluate the part played by each member and see if you want to cast yourself in a new role at the next meeting.
If you have always been the peacemaker or harmonizer, visualize yourself in the role of an adversary or challenger.
• Sharpen your analysis of human behavior. Some people are insecure in group meetings; their behavior slows the action of the group. Others are extroverts who use the opportunity to impress everyone. You don’t need to like all the people in the group, but you should learn to evaluate their ideas.
Tom’s wild humor may grate on your nerves. Dick’s doodling may distract you. Harry may never open his mouth. Be sensitive to body language; observe facial expressions, folded arms, tense jaws. Listen for tone of voice. Remember that all people share certain basic needs – for affection a sense of belonging, a sense of achievement.
If Harry finds some of his needs are being met, he will be an enthusiastic participant. If Tom finds the group consistently ignores or frustrates his needs, he is likely to become hostile or non-productive. If Dick thinks the group accepts him, he may provide information that will be beneficial to all. Doodling may be his way to concentrate.
• Finally, a good leader wants a cohesive group that will tend to produce creative solutions. A healthy group member usually is stimulated by others’ ideas. A good leader knows that employees are more committed to decisions they have helped make. A good leader tries to raise the self-esteem of each member.
• A good participant welcomes the opportunity to work in a group in order to have a sounding board. If may be his best opportunity for advancement. By being a valued participant, by working toward harmony and by understanding various personalities, he may begin to dispel the myth that leaders are born rather than made.
Harold H. LeCrone, Jr., Ph.D. Copyright 1987
Hi.
I’m an experienced Clinical Practitioner, Administrator, Professional Writer, and Lecturer.
