We all possess some sort of power… even we B-types. In a leadership position, it is inherent to have positional power. You are the boss and you make decisions and can tell people what to do. But I invite you to consider that type of power as basically worthless if no one is following you.
I advise anyone who will listen to this humble, yet experienced junior Captain that the primary focus of assuming the leadership role is getting to know the people on your team. What motivates them? What is their communication style? What interests them in life? What do they come to work and do every day? Do they like cupcakes or pulled pork? Taking a genuine interest in your teammates and connecting with them matters more than anything when the relationship begins. Chances are quite high that they are already proficient at their respective jobs and are getting the work done, so let them do their jobs and focus on getting acquainted.
Speaking of everyone’s contribution at work… find out what the individuals on your team contribute to the overall mission. You don’t have to learn how to do their job. You just need to understand (and make sure they know) how what they do plays into the big picture. Go ahead and set the stage for a healthy work environment!
Be willing and able to say this to your team: “My role here is to make sure you have what you need to do your job, whether that be resources, space, policies, or what have you. If I am taking care of you, my own career will work itself out. I can’t demand respect… that is something each individual determines to whom respect is worthy. But I can demand professionalism. Any expectations I have of you, I will, in turn, deliver, respectfully, to you.” Then, immediately thereafter, consistently demonstrate proof of the words you spoke!
This is all indicative of influential power. You will be followed by people who choose to follow because they believe in what you claim to stand for and trust that you will deliver what you promised. I took on leadership with a team at work that had 9 different flight commanders in 4 years, through a series of unfortunate events beyond anyone’s control. When I told my new team the words I stated above, I had 12 faces all looking back at me, conveying the message, “Yeah, we’ll believe it when we see it, and we don’t expect to see it.”. After a few months, they recognized that I meant what I said and was living it out. Morale is good, and I feel very blessed to work with these amazing individuals.
I do also have positional power. At the end of the day, I have the authority to make the decisions that affect the entire team. I am careful to wield that power purposefully. To be blunt, nothing is more wrong than ordering something to be done because you’re the boss and that’s what you want. I personally have no respect for anyone who leads that way. Positional power should be in the reserve
tank. It is fuel, just the same as the fuel in the primary tank, where influential power should be, but the goal should be to never have to use it!
Leaders, listen to your team, connect with them and understand them. The investment will pay in spades as you lead your committed followers to success.