If you knew the core values of your team members, would that make you a better leader?
If you understood the personality dynamics of your team members, would that make you a better leader?
If you knew the defining strengths of your team members, would that make you a better leader?
If you knew the limitations or challenges that keep your team members up at night, would that make you a better leader?
If you knew the personal and career aspirations of your team members, would that make you a better leader?
No, no, no, no and no.
Knowledge is useless. It’s activation that matters.
If you don’t care, and have no interest in knowing these things please don’t act like you do. You will never see it through and your team will feel manipulated as a result. You’re better off leaving it alone because most people, most of the time would prefer no effort rather than a false one.
If you do care, and you are interested in this kind of knowing; if you are interested because you understand that this knowledge is the key that will unlock connection, commitment and engagement, then go for it. Just be sure to go all in.
Offer assessments, organize workshops, facilitate dialogue. Be a workplace that values the process of discovering and discussing these elements and commits to doing so again and again and again. Be a workplace that strives to connect the dots between the dynamics of the team, the business, the community and the industry.
Be a workplace that says, “Before we are anything else, we are human beings, and as human beings we are complex, interesting and powerful…especially when we come together to create something larger than ourselves.”
DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world. Connect with him on Twitter at @berrydavid.