Training Industry Magazine - March/April 2018 - 45

easier to push the blame onto someone
or something other than ourselves.
However, if we truly seek to connect and
influence our peers and followers, then
we need to become comfortable with
admitting our mistakes. Asking yourself
questions like, "Have I communicated
the vision clearly?"; "Have I provided the
support and resources needed for my
team to be successful?"; and "Have I held
my team accountable to ensure the goals
we set are being accomplished?" These
questions could easily be answered with
a "Yes," and one could move on. But the
focus should be to identify whether
your actions contributed to the success
of the team or if your actions caused
roadblocks for the team.

WE ALL HAVE
A DESIRE TO
KNOW THAT
OUR ACTIONS
ARE MAKING A
DIFFERENCE.

Even if you answered "No" to one, or all,
of the questions this does not mean
that you can ignore the issue or error.
Rather, this is a chance to bring the team
together and strategize how you will all
overcome the issue together.

FOSTERING
COLLABORATION

Breaking down silos and barriers can
seem like an insurmountable task for
many. However, silos and barriers cannot
be broken down unless someone makes
the first move. To start, a leader should
look within their team to identify if staff

is effectively working together. Are there
any barriers that need to be addressed
within the team first? Once you feel
confident that the team is effectively
collaborating, encouraging partnering
with other teams may be an appropriate
next step. There have been several
examples where multiple teams within
an organization are conducting work
that relies on the actions of each other,
yet there is absolutely no collaboration
between the divisions.
Irving and Longbotham suggest
leadership should "encourage workers
to work together rather than competing
against each other." For many, the reason
they chose not to work with others is due
to negative past experiences. We know
that we cannot undo the past, but what
leaders can do is provide opportunities
for positive experiences to become the
new norm.

COMMUNICATING
WITH CLARITY

When examining team dynamics,
communication is the most commonly
identified skill that needs to be improved.
While communication is the easiest to
identify as an area for improvement,
this is generally the hardest skill to
improve. Why? Well, we are guided
by our assumptions, perceptions and
expectations. These three elements
can make us believe we are strong
communicators; however, these three
elements can also significantly hinder
our communication efforts.
Within servant leadership, communicating
with clarity encourages the servant leader
to truly seek if people understand the
message they are sending. An example
of this is the ability of the leader to clearly
communicate a clear vision to their team.
Does the team know where they are
heading? Do they understand how their
work moves the team toward that vision?

If they don't, then it is a good time to have
that discussion with the team. If they do,
then ask them at regular check-in's how
their work for the week or month has
helped move the team forward.

VALUING AND
APPRECIATING

We all want to be appreciated for the
contributions we make to our team.
Regardless of how we want to receive
that recognition, we all have a desire
to know that our actions are making a
difference. As a servant leader, how are
you letting your team know you value
and appreciate their contributions? Laub
(1999) suggests that building up others
through encouragement and affirmation
is one of the primary means by which
servant leaders can develop people.
Being intentional and specific in sending
thank you emails or personalized notes
detailing the work they did and how it
benefitted the team is one example of
showing your staff how much they mean
to the success of the team.
While literature on leadership and team
effectiveness will continue to expand,
one question will remain: "How do I
move my team from good to great?"
The six essential themes of servant
leadership can be used as a framework
for leaders to use when assessing the
effectiveness of their teams. Make these
themes visible to the team. Reference
them and be willing to discuss them
on a variety of levels. When we have
teams that are engaged and have clear
direction, amazing things happen.
Jason Weber is the training director for the
Wisconsin Department of Transportation
where his team is responsible for designing
and delivering training to 3,400 employees
across Wisconsin. Jason is also currently
completing his Doctorate in leadership
studies through Saint Mary's University of
Minnesota. Email Jason.

T R A I N I N G I N DUSTR Y MA GAZ INE - LEAD THE CHANGE 20 18 I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

| 45

https://www.trainingindustry.com/magazine

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2018