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FCW : February 2015
From the day we were born, all the applause has been about “what I have done well,” not “what we have done well.” Look at your life and your experiences and then fast-forward to where you are today. I think you’ll agree that for most of your life, your personal performance generated the lion’s share of your positive rewards or negative consequences. It wasn’t a group of people; it was you, you and more you. The exception is teamwork within or outside your family. If you have been a member of a real team of any kind, you may have picked up some insight into the way teams work and even into the way good leadership works. Whether you were on a great team or a lousy team, you learned something about leading and teams. Unfortunately, few people integrate those lessons when they become leaders at work. The fallback position for most of us is what we know best and can count on the most — and that is me. The skills and attributes required to lead people successfully are entirely opposite from the skills and attributes required to be a successful individual contributor. The work, rewards and impact are 180 degrees from each other. Consider this: If the roles and skills weren’t so opposite, it would be a walk in the park for someone to move seamlessly from being a great violin player to being a great conductor. Knowing how to play one instrument flawlessly requires one skill set. Knowing how to create harmony from a symphony of people playing This article is excerpted with permission from “Lead Like It Matters...Because It Does.” Get out of the weeds and lead BY ROXI BAHAR HEWERTSON Excelling at a particular activity does not necessarily prepare you to lead a team — just as playing the violin well doesn’t prepare you to be the orchestra’s conductor Bookshelf February 2015 FCW.COM 29 Leading others is an emotional and intellectual seismic shift that will quickly separate effective leaders from ineffective ones. 0215fcw_029-030.indd 29 1/22/15 4:28 PM
March 15, 2015