For the uninitiated, all able-bodied males in Singapore have to serve in the armed forces (The Army, Navy or the Police) for at least 2 years usually before they head-off to college or university.

As a senior instructor in the Army, I had the privilege of picking my co-trainers.

So I decided to approach one of the junior instructors to ask if he will join my team.

His answer was a firm “NO! You always pull rank!”

I was shocked.
I was hurt.
And I was confused.

What was wrong with using my rank to get things done?

But that was the TURNING POINT in my life.

After I joined the Corporate world, I set out to change my leadership style.

I read voraciously on leadership and motivation.

Bit by bit I put into practice what I learned on leadership and motivation.

One day I was asked to build up a regional team in Asia Pacific.

I switched from being COERCIVE and COMMANDING, to being AFFILIATIVE and DEMOCRATIC.

Eventually I built a regional team so cohesive that we achieved 0% attrition rate; hit almost 100% of all KPIs; and almost 100% engagement rate.

Over 10 straight years!

I don’t remember his name. But I still remember how he looks like.
And if I see him one day, I will thank him for making me who I am today.

So what kind of leader are you?

If you would like to find out how you can be a better leader, check this out: Leadership Styles Questionnaire

Over the last decade, this company has grown by leaps and bounds and have established bases as far as the United States of America. Its entity here in Singapore is a small but rapidly growing one, and it has plans to grow and expand here in South East Asia over the next several months.

As part of its aggressive plans for expansion here in S.E.A, the Managing Director of the Singapore office realised that it was important for them to build and establish a strong culture here in Singapore and within the South East Asian region, that includes offices in Malaysia, Thailand and Indonesia.

When I met with the M.D. to discuss the details of the workshop, he made it clear that he wanted to the leaders in this region to be effective leaders leading the growth of the organisation over the next several months.

Different Strokes for Different Folks

So based on the information gathered from the M.D. during the meeting, I decided to discuss Leadership Styles with the leadership team for the workshop. As this is a growing team, the leaders needed to understand how their leadership styles would affect the organisation at different stages of organisational growth and maturity.

We all know that we can’t use the same leadership style for all people in different circumstances. But the challenge is that most of us are not aware of which styles we use most often and how to switch between styles in different situations and when dealing with different people.

The Power of the Team View

So the workshop focused on the six leadership styles by Dr. Daniel Goleman but we discussed only the Consolidated Group Style Report as shown in the picture above.

From this report, it is very obvious which style the leadership team tend to gravitate towards. For those who are familiar with the six leadership styles, the Democratic Style has a strong correlation to positive performance. However, we all know that too much of a good thing can be bad. And it is no difference in this case.

A leadership team that is too democratic tends to breed mediocrity in the long-term. The team will most likely end up in endless meetings and discussions. Coming to concrete decisions may be an extremely long drawn-out process.

And herein lies the power of the consolidated leadership styles report.

The report avoids highlighting the individual styles of each individual, but instead highlights the leadership style of the entire leadership team.

I have conducted this same exercise for different leadership teams and the conclusion is always the same – the leadership team knew exactly why they have been ineffective just by looking at this chart, and instantly knew what they needed to do in order to be more effective going forward.

What about YOUR leadership team?

Do you feel that your leadership team is ineffective in leading your organisation, but don’t know exactly where the problem is?

Do you feel that your leadership team can do better leading your organisation, but don’t know how to go about improving?

If the above questions resonate with you, then the Leadership Style Questionnaire is just the tool for you. It will show you exactly why your team is ineffective and what you should do to improve.

Discover your own Leadership Styles here

Author Bio

Steven Lock is the Founder of FutureTHINK! Training & Consultancy LLP. He is a Trainer, Author and a Leadership Coach. Steven brings with him 20 years of corporate experience.

Steven is passionate about helping organisations transform their teams into high performing teams. He does that by first helping organisations identify and hire the right people, and then training their leaders and managers on how to manage and lead their people to achieve peak performance consistently.

Steven is the developer of The CAAP® High Performance Model. The model focuses on Culture (cultural fit), Attitude, Aptitude and Personality dimensions of their employees and job candidates. It is a highly practical, effective and proven approach.

Steven believes that for organizations to be truly successful and perform at their highest levels, they need to shift their mind-sets to having the RIGHT people on-board – and not necessarily the best or the brightest.

Steven is the author of two books:

• “Hiring for Performance: The CAAP® Model to Hiring and Building High-Performance Teams.”
• “The Right Talent: The Agility-Focused Interviewing Approach to Hiring the Right Candidate Every Time.”

He is the developer of The Leadership STYLE Report that is based on Dr. Daniel Goleman’s research on leadership styles.

Steven has been interviewed twice on MediaCorp’s live radio show The Breakfast Club on 938FM, and has contributed numerous articles to Singapore Business Review, ST Recruit, SHRI Human Capital, LinkedIn and other publications.

His comment on Team Collaboration has been quoted in the Harvard Business Review OnPoint Magazine.

Steven is certified in MBTI® (Step I & II) & DiSC® Personality instruments.

Is Leadership so elusive that we need so many books, articles and workshops just to teach us how to be a good leader?

The truth is, great leadership boils down to just a few very fundamental truths. Practice these fundamental truths and you will not go wrong as a leader. Practice these fundamental truths and you will be seen and regarded as a good leader.

So what are these fundamental truths?

1. Appreciate

Show genuine appreciation for the work that your people do. Appreciation has to be genuine; otherwise you will come across as fake and condescending. One of the fastest ways to damage the working relationship with your people is to fake appreciation. Most of your people will be able to smell a rat from a mile away if you try to be patronizing towards them.

2. Encourage and Motivate

Your appreciation for their work needs to extend into encouragement and motivation. Encourage your people to do even better work. Encourage them to do more with less. Challenge them to achieve higher goals.

So how do you do it?
First ensure that you say something nice about the work that person has done. Now, this has to be 100% genuine. As mentioned above in point #1, your people will be able to smell a rat from a mile away if you are being patronizing.

Next, tell the person you would like to see him/her continue doing even better on the assignment. Set stretch goals. The stretch goals are meant to stretch that person – not break that person.

3. Listen more than you talk

Most leaders like to talk. And that’s a fact. Look around and you will notice leaders always like to talk. They want to get their points across; they want to impose their ideas on you; they want to get buy-in for their strategies and plans; they want to bulldoze their way; they just love talking.

However employees are happiest when they feel free to contribute their ideas and to take initiative. If your people hesitate in contributing ideas, then perhaps it is because you are talking too much and not listening enough. Perhaps you’re not giving your people a chance to voice their opinions, make comments and suggestions.

Shut-up and let your people do the talking. Because when your people start talking more, you will get to learn more about them, their difficulties, their challenges, their aspirations, their shortcomings, their strengths and their frustrations.

About the Author

STEVEN LOCK is a Speaker, Trainer, Author and a Leadership Coach. Steven brings with him two decades of corporate experience.

Steven is passionate about helping organisations transform their teams into high performing teams. He does that by first helping organisations identify and hire the right people, and then training their leaders and managers on how to manage and lead their people to achieve peak performance consistently.

He is the developer of The CAAP® High Performance Model. This model focuses on Culture (cultural fit), Attitude, Aptitude and Personality dimensions of their employees and job candidates. It is a highly practical, effective and proven approach. Steven believes that for organizations to be truly successful and perform at their highest levels, they need to shift their mind-sets to having the RIGHT people on-board – and not necessarily the best or the brightest.

Steven is the Author of two books:

• “Hiring for Performance: The CAAP® Model to Hiring and Building High-Performance Teams.”
• “The Right Talent: The Agility-Focused Interviewing Approach to Hiring the Right Candidate Every Time.”

He is also the developer of The Leadership STYLE Report that is based on Dr. Daniel Goleman’s research on leadership styles.

Steven has been featured on MediaCorp’s live radio show The Breakfast Club on 938FM, and has contributed numerous articles to Singapore Business Review, ST Recruit, SHRI Human Capital and other publications. His comments on Team Collaboration was quoted in the Spring 2014 Edition of the Harvard Business Review OnPoint Magazine.

Steven holds a Master of Business (Information Technology) from Curtin University of Technology, Western Australia. He is a certified DISC & MBTI® (Step I & II) practitioner.

Recently Steven was invited as a guest speaker to share about his CAAP(R) High Performance Model with over 600 delegates at the Vietnam HR Summit 2016 in Ho Chi Minh City.

There has been so much focus on Employee Happiness recently. There is even a National Workplace Happiness Survey Information Session coming up soon right here in Singapore to talk about – you guessed it – Workplace Happiness!

Not too long ago, I came across a blog on Twitter written by a senior consultant from a huge international HR consulting firm saying that Happy Employee = Successful Company.

It certainly sounds great at first glance and I’m certain that most people would agree with it.

However I respectfully disagree.

You see, it all depends on how you define “Happy Employee” and how you define “Successful Company”.

If you simply took this at face-value, you would likely come to the conclusion that as long as you keep your employees happy, they will do good work for you and positively contribute to the success and growth of your organization.

Nothing can be further from the truth.

Happy Employees ≠ Successful Companies

I have worked in companies and organizations with very happy employees, but the performance of most employees were at best mediocre. Those companies were successful but they weren’t wildly successful. So what was holding these “happy” employees from performing at their best and taking their organization to new heights?

I have also come across companies that place too much emphasis on Employee Satisfaction (aka Employee Happiness) and they pull out all stops to ensure they get the highest scores on their once-yearly employee satisfaction survey results. And some of the things they do to desperately keep their employees satisfied are to organize dinners, social get-togethers and Karaoke sessions.

Unfortunately, most people – managers and organizations alike – have grossly misunderstood and misinterpreted the true meaning of “happy employee”.

The Case of a Happy Employee and a Very Unhappy Manager

I was recently told of an incident about a head of a department who chided a manager for not giving an employee the option to “consider??? being deployed to a branch office on a temporary assignment.

As I was told, the company had just set up a new branch and needed to deploy existing employees from the head-office to the branch.

The manager was not able to hire new employees due to a headcount freeze, and therefore had no other options but to redeploy existing employees from the head-office to the branch to ensure operations at the branch would proceed as planned on opening day.

However the employee who was to be assigned to the new branch objected violently and protested against being assigned to the branch.

The head of the department got to know about it and chided the manager for not considering the feelings of the employee who protested. And so the head of department sat down with the employee to “listen??? to her complaints. The final decision was to give the employee one month to decide if she wanted to accept the assignment to the branch.

The decision by the head of department to allow the employee one whole month to think about the assignment led to huge backlash that almost derailed the opening of the branch. And in the end, someone else still had to be assigned to take the place of the employee who protested!

So was the employee happy? Absolutely!

But was it productive? The answer is obvious.

Why did the head of department decide to give the employee a full month to consider the assignment? Well, you guessed it – their recent employee satisfaction survey results were not good!

So in a desperate attempt to do better in their next employee satisfaction survey, the head of department decided to pander to the wants and demands of his employees.

Know the Difference between Happiness and Contentment

It should be obvious by now that keeping employees happy does not mean pandering to their wants and demands, because pandering to their wants and demands may make them happy but is not going to motivate your employees to do their best for your organization. In fact, it will do just the opposite and will do more harm than good.

It is vital that managers and organizations understand that there is a fundamental difference between a motivated and genuinely happy employee, and one who is simply contented.

Employees who are genuinely motivated will naturally be happy with their jobs. They see challenges as opportunities to do better and to improve. They are always looking to do more and achieve more. Motivated employees are naturally happy and that in turn translates into higher productivity, efficiency and effectiveness.

In contrast, an employee who is simply contented will not be motivated to do a better job, to improve or to achieve more. Contented employees are happy (no pun intended) with what they have, happy with what they are doing and will not seek out challenges or opportunities to do and contribute more.

The Bottom-Line

Happy employees create a successful company – only if the employees are genuinely motivated and happy. Contented employees (who are incidentally also happy) do not contribute to the success of any company. Contented employees breed mediocrity.

So if you want your organization or department or team to achieve peak performance, you will need genuinely motivated and happy people doing the jobs they love. And in order to motivate people to love their jobs and the company they work for, you will require a certain type of leadership.

About the Author

Steven is passionate about helping organisations transform their teams into high performing teams. He does that by first helping organisations identify and hire the right people, and then training their leaders and managers on how to manage and lead their people to achieve peak performance consistently.

He is the developer of The CAAP® High Performance Model. This model focuses on Culture (cultural fit), Attitude, Aptitude and Personality dimensions of their employees and job candidates. It is a highly practical, effective and proven approach. Steven believes that for organizations to be truly successful and perform at their highest levels, they need to shift their mind-sets to having the RIGHT people on-board – and not necessarily the best or the brightest.

Steven is the Author of two books:

• “Hiring for Performance: The CAAP® Model to Hiring and Building High-Performance Teams.”
• “The Right Talent: The Agility-Focused Interviewing Approach to Hiring the Right Candidate Every Time.”

He is also the developer of The Leadership STYLE Report that is based on Dr. Daniel Goleman’s research on leadership styles.

Steven has been featured on MediaCorp’s live radio show The Breakfast Club on 938FM, and has contributed numerous articles to Singapore Business Review, ST Recruit, SHRI Human Capital and other publications. His comments on Team Collaboration was quoted in the Spring 2014 Edition of the Harvard Business Review OnPoint Magazine.

Steven holds a Master of Business (Information Technology) from Curtin University of Technology, Western Australia. He is a certified DISC & MBTI® (Step I & II) practitioner.

Recently Steven was invited as a guest speaker to share about his CAAP(R) High Performance Model with over 600 delegates at the Vietnam HR Summit 2016 in Ho Chi Minh City.

This article first appeared in the the HR & Education Section of Singapore Business Review portal on 20 March 2013. http://sbr.com.sg/hr-education/commentary/top-3-secrets-high-performance-teams

Productivity is a big buzzword everywhere today, and companies are always looking for ways to increase productivity through their employees.

One effective way to increase productivity is for employers to look at creating high performance teams within their organisations, instead of focusing on individual productivity.

What High Performing Teams are Not

High performance teams do not happen by chance. They are formed through very deliberate and well-planned steps.

Contrary to common belief, high performance teams are not created simply by having shared values, a well-defined corporate vision and mission. Neither are high performance teams created simply by having great workflows and systems.

What then are the secrets to creating high performing teams?

The Three Secrets To Creating A High Performance Team

SECRET #1: Get the Right People on Board

If you want to create a high performance team, the most fundamental and critical thing you need to do is to get the RIGHT people on your team.

Jim Collins, author of the best-selling book Good to Great, writes about how some company executives transformed their companies from good to great. According to Collins, “If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.”

It is about getting the right people on board.

SECRET #2: Manage It Right, after You Get the Team Right

Once you have the right team in place, you need to manage it in the right way.

Here are 2 ways to do that:

Build Trust

Just like in any team, you need to build trust. Without trust as the foundation, anything you do will be on shaky ground. Building trust requires everyone on the team to be sincere, authentic and altruistic. However, not everyone is capable of that, and this is why it is critical for you to ensure you have the right people on board in the first place.

Encourage Dialogues

A common and regularly dispensed piece of advice to teams is that they need to embrace Open Communications in order to be able to work effectively together.

However, high performance teams require more than just open communications. What is required is Dialogue.

Dialogue goes much further and deeper than open communications. Everyone on the team is viewed and treated as equals. During team dialogues, everyone gets equal weight and airtime in terms of contributing comments, suggestions and ideas.

Authority in high performance teams are relegated to the background. Relegating all authority, power and position titles is one of the most difficult things to do in practice and this is why you need the right types of people on the team – and this also applies to the team leader.

SECRET #3: Establish a Winning Culture

Once you have the right people on board and you have established the norms of communication through dialogues, you are well on your way to building a winning team culture.

Culture is the way people think, work and interact with one another in the organisation or a team.

In building the culture of a high performance team, you will look into creating workflows, systems and team norms that will facilitate the transformation and the crystallization of your team into a high performance team.

High performance teams do not happen by chance and they do not form by themselves. To build high performance teams, deliberate steps need to be taken.

The objective is to develop the team, not specific individuals. Once you have the right people on board, you will need to ensure you manage the team in the right way so as to create an atmosphere and environment of trust, reliance, interdependence and oneness.

It is only through these deliberate steps that you will be able to create and build a high performance team, and be able to boost productivity to peak levels.