Transformational Leaders Grow Relationships
Relationships are the heart of all leadership efforts. Nothing is more valuable than the quality of your relationships. Whether you realize it or not, your success in business (and in life) are dependent upon your ability to not only establish key relationships, but to influence and add value to those relationships.
We all know people that are smart, personable, good looking, and seem more talented than others, yet they never seem to rise to the top. These professionals, who seem to have the whole package, fail to grab the brass ring simply because they don’t understand the power of relationships – they’ve failed to invest in people.
A relationship-driven leader empowers others and considers empathy essential to creating a strong productive team. This type of leader also views decision-making through a relationship-focused lens vs. a power or title-based perspective.
The best relationships are not built on the backs of others, but rather they are built by helping others succeed. Toastmasters is an excellent place to put leadership through relationship into action. For example, in a club setting you can take 2 other members under your wing as a mentor this Toastmaster year.
If you will build into those you lead, if you help make them better, if you add value to their lives then you will have earned their trust and loyalty. This is the type of bond that will span positional and philosophical gaps, survive mistakes, challenges, downturns and other obstacles that will inevitably occur.
Leadership is about relationships, and the trust, stewardship, care, concern, service, humility and understanding that needs to occur to create and nurture those you are leading.
Here a few best practices in adopting a transformational leadership approach to relationships. Remember, while as a leader you can’t change your innate personality, you can make strides to change behavior.
Adopting these best practice through Toastmasters will enable you to be more effective in an increasingly diverse world.
- Open yourself to different viewpoints. Good leaders ensure everyone has a voice. People want to know you’ve heard and respect their opinions.
- Balance empathy with strong decision-making. Being open to new ideas doesn’t mean you should make all decisions based on consensus. Well-rounded, relationship-driven leaders employ a versatile skill set to effectively manage individuals and groups. Toastmasters is a safe place to learn to balance consensus-building (which generates the best outcome) along with tackling tough issues that won’t please everyone. Striking the right balance isn’t easy, but you will become comfortable with seeking input while still making unpopular decisions when needed.
- Collaborate on issues. When a project doesn’t go well, how do you respond? Do you tell someone exactly what they did wrong and how to do it correctly in the future? Or do you allow that person to take the lead in the debrief? While it takes more time, relationship-driven leaders tactfully ask, “What do you think happened and how would you approach it differently the next time?” Both approaches result in improvement, but the latter validates the person’s viewpoint and deepens his or her relationship with you as a leader. In times of organizational stress, a relationship-driven approach also minimizes negative reactions by asking, not ordering, people to adjust their actions.
- Champion development. Historically, companies focus on grooming top performers for the next level. Relationship-driven leaders strive to develop each member of their team, learning their career aspirations, providing timely feedback and helping them achieve their goals. In Toastmasters you can practice these skills. Meet with your Toastmaster mentee and regularly discuss what’s working and what’s not, identify new challenges and training opportunities. This advocacy for a fellow Toastmaster’s development also enhances your own interpersonal skills – a critical addition to your business acumen.
- Don’t mistake silence for agreement. Just because no one questioned your latest decision doesn’t automatically mean your team supports it. Silence also can signal resistance, so check in regularly to find out if implementing your decisions has been a positive experience. If not, use that feedback to adjust the process and guide future decision-making.