Written by: Irena Grofelnik, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
As a leader, there is trust and responsibility often mentioned and a constant debate what kind of leaders we should be and which virtues do we have to possess, how to dress, how to smile, how to walk and talk, or must we walk the talk which frankly is my favorite.
My leadership experiences are quite a waste. And I have a confession to make. I have not always been a good leader. Not even exceptional. There were obstacles in a way, mainly because of my lack of self-leadership. Can you relate to that?
My past mistakes can be put into few bullet points:
Influence. As a young female leader with a lack of experience, I was following the leadership styles of my previous bosses. Some were great with people, others more autocratic, and when following their style, in a way, I lost my values and my personality;
Fear. I remember taking over a company in my late 30's when the market went down, and to secure all the jobs, I lay too much pressure on a sales team, which in the end did not perform well.
Task-oriented. It is known that by our character we are more task or more people-oriented. As a goal-driven and task-oriented person, I may at times forget to nurture people more;
Lack of communication.
I knew that I have to improve. Educate myself, organize, build resilience, and consider people more. Make them accountable and engaged. Throughout the years of breaking habits and listening more, I made one team shine, and another, and another,… I found my way and style, which resonates with my values, gives confidence, empowers, and puts people first.
So how to polish your team to success?
Have you ever heard about Bill Gene? He is the crazy digital marketer from San Diego with a bunch of awards. And Daniel H. Pink, the known psychologist specialized in motivation? Their ideas, books, and work helped me to make the 5E leadership model tangible.
What is it all about?
It is a model suited to my character and my values, goal and people-driven, personal and makes team members thrive. It makes the team shine.
1st E: Execute
My core obligation as a leader is to execute the strategy we set for our company, achieve goals, and secure business continuity and results promised to stakeholders. Execution is part of the business, which is non-negotiable. As a leader, I have to set clear explanations of the strategy and actions needed as well as expectations towards each individual member of the team.
Recommended tools: communication and coaching.
There is a different kind of execution in vocabulary as well. And unfortunately, leaders at some point clash with it willingly or not. Remember, we are as strong as the weakest link in our team. Do not hesitate to remove a disruptive member if his or her influence is negatively affecting the whole team. At some point, the team will be grateful. If you miss the right opportunity, some team members may even resent it.
Recommended tools: evaluation and selection.
2nd E: Educate
As a leader, you are probably (usually) in a position because of seniority and/or expertise. And if you follow the quote: “100 times 1 % of the effort is better than 1 time 100 % of the effort,” then you are aware that as long as your team members are not skilled, the majority of the work will have to be done by you. “Auch,” not very tasty.
Secondly, poor productivity and time management, as a lack of experience and knowledge, will slow down the team and kill profitability.
Thirdly, overall relationships in the team will suffer as well because some team members will have to carry an additional workload to make to work done.
By Daniel Pink intrinsically motivated teams are focusing on 3 areas:
a. mastery
b. purpose
c. autonomy
Mastery through the team's education will give people the feeling of unlimited potential and direct them to improve their skills.
Recommended tools: coaching, internal and external training, mentoring, shadowing.
In addition, Pink’s autonomy is directly linked to our 3rd E below.
3rd E: Empower
At some point, we have to support and create an environment where mistakes are accepted. Where people know that the old “carrot-stick” approach is not accepted. As a leader, giving people autonomy, not only the responsibility, will encourage team members to find their purpose. Command-and-control management can create cultures of silence, which we must avoid.
By autonomy, we grant people the opportunity to take ownership of their work and skill development.
Recommended tools: fostering the innovation-positive culture that encourages constructive criticism, regular feedback, coaching, team building canvas.
4th E: Entertain
What the heck? We also have to laugh at work. I do not want to be a dull, uptight boss. But, as leaders, it is our responsibility to create a safe, healthy atmosphere which will boost creativity, work progress, positivity, cut the stressful moments, etc.
But as my grandmother always said: “There has to be balanced in everything.” Companies with pools, gaming rooms are not necessarily the most productive. Sometimes even the best intention can lose the real meaning.
My advice: “Use common sense!” Be approachable and stressless. See what kind of team you lead (formal, informal) and act upon it.
Recommended tools: morning coffee, Friday lunch, “My story” time, team building, etc.
Which brings us to the most essential E.
5th E: Empathy
You are a role model. Bring empathy not only in sales calls but also in your team. You never know in what personal state your colleague is entering the company. Build trust, compassion, and understanding among team members. Do not allow bad behavior and be there for each and every person.
Your tone, communication style, rules, and behavior must create a safe environment where every member matter as a person, not an employee.
Recommended tools: assertive communication, coaching, feedback, open-door policy.
The 5 E model, as stated, will make your colleagues shine. I guarantee you it will result in another winning E.
Engagement.
Good luck on your way, my great leader!
If you at any time want to hear from me, do not hesitate to use one of my contacts.
Irena Grofelnik, EMBA
Phone: +386 8 205 94 63
GSM: +386 41 247 554
Irena Grofelnik, Executive Contributor Brainz Magazine
Irena is a graduate of the Faculty of Business and Economics. She enrolled in a master's degree in Tax law at the Faculty of Law and later in the Executive MBA at the Cotrugla Business School in Zagreb, where she graduated in 2009.
She gained experience in the companies like Atlantic Grupa, Steklarna Hrastnik, Monsadria, where she led sales teams for the international markets or held the position of a general manager.
For the last 7 years, as the owner of Spiriton, she has trained sales teams and organized leadership workshops. She specializes in sales and participates in business transformation projects, opening sales channels, and developing advanced business strategies. Irena is particularly focused on increasing employee engagement and sales profitability. In addition, she helps foreign companies entering and developing the local market (Slovenia, Croatia, Bosnia, and Herzegovina).
As a sales coach, she develops competencies for sales teams and trains sales managers in developing and leading the teams.
She is a visiting professor at the Altius Business School in Zagreb in the subject »Team Leadership and Development. « She is also a certified trainer of the L.1 and L.2 Points of you® Academy for the use of advanced tools and coaching facilitation. She has been working with the brand Modra Akademija for two years, where she speaks as a lecturer on the topic of how to bring coaching into schools.
Irena is a founding member of the WomenH2H international organization, which helps women build their own businesses. She is also a board member of Business Intelligence Center, a business club for entrepreneurs. In the past, she was an active Cherie Blair Women Foundation Mentor.
