It goes without saying - teams have undergone seismic shifts in the past decade, largely influenced by advancements in technology, shifting work trends, and evolving organisational structures. Then, the nasty virus that became a pandemic hastened workplace evolution faster than ever before.
With the rise of remote work and digital communication tools, virtual collaboration among teams has become essential in most workplaces. Teams have become more diverse, adaptive, collaborative, focused on employee well-being and data-driven decision-making. These are immense changes, particularly for those who have worked for decades in traditional 9-5 office workplaces. As such, adaptive qualities of leaders and their teams has never been more critical. So, what does this mean for the longstanding beliefs of workers who are accustomed to working in a former era? Have our perspectives and work practices kept up with the changes in our workplaces for ourselves and our teams? Below, we debunk some of the common misbeliefs about leadership and offer a refreshed perspective.
Remote teams are less productive than co-located teams
Leaders want to honour the flexibility that employees desire, but are often concerned about sustaining team performance and culture if team members work primarily from home. According to a recent Gallup Future of work Survey (*1), the greatest advantages of hybrid teams include improved work-life balance, more efficient use of time, and ultimately higher productivity.
While the ‘best’ hybrid work model will depend on the specific needs and dynamics of each team, ultimately, the best hybrid work model is one that aligns with the organisation's goals and values, promotes productivity and collaboration, and takes into account the unique needs and preferences of its employees. Success depends on establishing trust among team members setting clear expectations, fostering communication and collaboration, leveraging technology, and ensuring team members feel supported and connected.
Conflict is always damaging to team performance
Conflict, when managed constructively, can lead to better outcomes. Conflict enhances creativity and promotes critical thinking. When team members have differing perspectives and challenge each other's viewpoints, it encourages them to explore alternative solutions and consider different possibilities. This can lead to creative problem-solving and more robust decision-making. It also leads to personal and professional growth by fostering learning and through open honest dialogue and constructive debate. When team members engage in respectful and open dialogue, challenging ideas, and resolving conflicts through healthy discussions, it can foster creativity, innovation, trust and stronger team relationships.
Importantly, for conflict to be beneficial, it needs to be managed in a constructive and respectful manner. Creating an environment where differing opinions are valued, and conflicts are addressed through open communication and active listening is crucial.
The best teams are made up of top individual performers
This is also known as the Great Man / Great Woman Myth. This myth suggests that effective leadership is associated with a particular group of people who possess inherent qualities that make them exceptional leaders. It overlooks the idea that leadership can be cultivated; it is not limited to a few extraordinary individuals.
While individual talent is important, the best teams are those that collaborate effectively. Gensler (*3) has tracked workplace behaviour for the past 15 years and conducted studies during the pandemic, which revealed some gobsmacking statistics on collaboration; time spent collaborating before the pandemic versus after, has dropped from 43% to 27%. Best teams are made of individuals who keep each other accountable for being the best that they can be.
Personality profiling tools such as Insights Discovery can be instrumental in evaluating various aspects of an individual's strengths, blind spots and preferred energies. These tools are designed to provide insights into a person's traits and behavioural preferences (conscious and unconscious). These are particularly powerful when team energies can be viewed as a whole to unearth the diversity in skills, perspectives, and strengths. Teammates who understand themselves and each other, effectively collaborate, willingly share risks, resources and responsibilities, and understand that their partners success is just as important as their own. Ultimately the best teams are made up of individuals that want to help each other be the best they can be. They enhance each other’s capacity for mutual benefit and common purpose.
Team building activities are just 'fun & games' with no real impact
Well-designed team building activities with purpose and learning outcomes can have a strong positive impact on team dynamics. They can improve communication, build trust, enhance collaboration, and foster a sense of unity and shared purpose among team members.
Activities must have clear objectives and be tailored to teams so they resonate. For example, is the aim to foster trust, encourage collaboration or enhance problem solving. Without a clear purpose, activities can be poorly executed with diminished impact. External facilitation can encourage open communication, active listening, and respect for diverse perspectives. Incorporating elements of fun and enjoyment into the activity also aids in recall and enhances learning. They are practical ways of demonstrating principles rather than simply imparting theories.
It is also critical to debrief and reflect after the activity to help reinforce key lessons and create a sense of shared learning. Reflection also provides an opportunity for team members to reflect on their experience and share their insights.
The ‘Command and Control’ method gets healthy results
This myth portrays leadership as a top-down approach where the leader exercises absolute authority and control over their teams. However, we know that effective leadership involves collaboration, empowerment, and the ability to inspire others rather than relying solely on authoritative control. A ‘result’ using this method may yield a productivity outcome, but often comes at the cost of healthy culture and ultimately staff retention. Ultimately “Leadership is the art of getting or inspiring people to want to do what must be done”. Jim Collins.
Baby boomers traditionally adopt a more autocratic leadership approach, but millennials work more collaboratively, seeking feedback from employees so the company can achieve better outcomes. The oldest millennials are 38 this year. As time goes on, they will constitute a greater percentage of leadership positions. They are disrupting conventional leadership practices and workplaces need to meet the needs of the growing millennial workforce. They can start by asking themselves critical questions about their talent attraction strategy, their emphasis on employee wellbeing, their onboarding program and the transparency and openness of the leaders when they communicate downstream.
Leaders are born, not made
Endless literature exists around this topic, however the general consensus among experts is that leadership is a combination of both innate qualities and learned skills. As such, leadership is not a static concept. While innate leadership qualities such as confidence, empathy, and decisiveness can provide a strong foundation, they are not sufficient on their own to make someone an effective leader. As such, there is no ‘formula’ for leadership. For example, while charisma can certainly be helpful in some leadership situations, it is not a requirement for effective leadership. In fact, some of the most successful leaders are introverted and understated.
Research has shown that leadership can be learned and developed through education, training, experience and practice. Strong leaders never stop growing. They are receptive to feedback and they adapt and improve. They see the value of leadership development programs, training, mentoring, and real-life experiences and continuously refine the necessary skills for effective leadership. Skills such as communication, strategic thinking, self awareness, emotional intelligence, and adaptability can be learned and improved over time. In reality, effective leaders are lifelong learners who continuously adapt to new challenges and seek personal and professional growth.
Leaders always know the right answers
The all-knowing, or solo hero myth portrays leaders who single-handedly have all the answers and are infallible in their decision-making. Delegation, trust in peers and empowerment of others is essential for productivity.
The reality is that effective leaders ask for help. They are willing to admit when they don't know something and are open to feedback and suggestions from their team. While it is important for leaders to provide guidance and direction, it is also important for them to listen to and collaborate with their team members. Effective leadership involves balancing control with openness and flexibility. Strong leaders are open to input from others, seek diverse perspectives, and make informed decisions based on the available information.
Leaders are fearless
While leaders may project confidence and courage, they are not immune to fear. Effective leaders acknowledge their fears and use them as motivation to overcome challenges and make difficult decisions. ‘Humanised’ leaders demonstrating traits such as fear and vulnerability are relatable and garner strong loyalty within their teams. A Businessolver study (*4) revealed that a staggering 78% of employees would work longer hours for a more empathetic employer Long gone is the expectation for leaders to show up with a polished impenetrable veneer. This means leading by example and being transparent; modelling vulnerability for your team to create the safety for them to do the same
In summary
The old adage ‘grow or die’ has never been more relevant. Positive leadership and a healthy culture can result in a strong competitive edge and enormous dividends in terms of productivity, innovation and retention. Healthy culture is no longer an option for businesses. Leaders of every age and generation, across every industry must continuously review and adapt themselves and their workplaces remain relevant, foster innovation, and effectively lead diverse teams in an ever-changing business environment. Notably, conscious cultural change is not always initiated by CEOs; it is initiated by leaders who truly understand that culture drives performance. Are you leaving your workplace culture to chance? How are you committing to the review and evolution of your workplace?
Sources:
1. Gallup: The Advantages and Challenges of Hybrid Work
https://www.gallup.com/workplace/398135/advantages-challenges-hybrid-work.aspx
2. HBR: https://hbr.org/2022/07/the-best-leaders-arent-afraid-of-being-vulnerable
3. Gensler: https://fortune.com/2021/03/21/collaboration-remote-work-from-home-covid/
Melina attained her Bachelor of Speech Pathology which evoked her thirst for a more in-depth understanding of human communication. Since then, she pivoted into corporate communication, and today has over 19 years’ experience in media, marketing and advertising. During her most recent appointment as Melbourne Sales Director of Foxtel and Network 10, successfully leading multi-disciplinary teams and fostering a strong culture of success and strategic growth of the Melbourne operation.
Melina is truly passionate about nurturing talent and ideas that evoke transformative change in individuals, teams and organisations. She has a keen focus on unleashing the full talent of organisations through insight, clarity, communication, transparency and simplicity. She has a proven track record developing & empowering individuals and building high performing teams. Her experience also extends to organisational change - acquisitions, mergers and restructures, and she believes that people are an organisation’s biggest asset and that culture is at the core of an organisation’s success.
