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Self-actualization has become the primary human motivation
True
False
Right !
False! Last we heard, Maslow’s hierarchy of needs still applies. The primary human motivation is the need for safety, followed in order by belonging to a group, individual recognition and independence. Self-actualization ranks only fifth — and last —- in Maslow’s list of motivations (although Wi-Fi should perhaps be added to the bottom of the pyramid of basic needs for the younger generation!).
It is worth remembering that when people feel secure, they work naturally together and help each other without being coerced or being put under pressure. Therefore, according to Simon Sinek, it is your responsibility as a senior leader to “protect” your team!
Source: “Leaders eat last – why some team pull together and others don’t” by Simon Sinek (Portfolio, January 2014).
It is worth remembering that when people feel secure, they work naturally together and help each other without being coerced or being put under pressure. Therefore, according to Simon Sinek, it is your responsibility as a senior leader to “protect” your team!
Source: “Leaders eat last – why some team pull together and others don’t” by Simon Sinek (Portfolio, January 2014).
Wrong !
False! Last we heard, Maslow’s hierarchy of needs still applies. The primary human motivation is the need for safety, followed in order by belonging to a group, individual recognition and independence. Self-actualization ranks only fifth — and last —- in Maslow’s list of motivations (although Wi-Fi should perhaps be added to the bottom of the pyramid of basic needs for the younger generation!).
It is worth remembering that when people feel secure, they work naturally together and help each other without being coerced or being put under pressure. Therefore, according to Simon Sinek, it is your responsibility as a senior leader to “protect” your team!
Source: “Leaders eat last – why some team pull together and others don’t” by Simon Sinek (Portfolio, January 2014).
It is worth remembering that when people feel secure, they work naturally together and help each other without being coerced or being put under pressure. Therefore, according to Simon Sinek, it is your responsibility as a senior leader to “protect” your team!
Source: “Leaders eat last – why some team pull together and others don’t” by Simon Sinek (Portfolio, January 2014).
Uniting a team is a manager’s main responsibility
True
False
Right !
It has now been clearly demonstrated by a number of experts, such as Adam Grant and Simon Sinek, that managers who are kind but firm, and who put their team’s security before their own, are much more likely to raise team performance above the average. The primary rule is knowing how to decode your behaviors for building trust between your team and yourself, as this is the foundation for any efficient work environment. The first of the expected behaviors is the ability to unite your team, followed by learning how to bring out the best in them, helping them to thrive, reassuring them and empowering them — in that order. It would be an aberration to try and put the cart before the horse by, for example, giving them responsibility when there is a climate of mistrust.
Wrong !
It has now been clearly demonstrated by a number of experts, such as Adam Grant and Simon Sinek, that managers who are kind but firm, and who put their team’s security before their own, are much more likely to raise team performance above the average. The primary rule is knowing how to decode your behaviors for building trust between your team and yourself, as this is the foundation for any efficient work environment. The first of the expected behaviors is the ability to unite your team, followed by learning how to bring out the best in them, helping them to thrive, reassuring them and empowering them — in that order. It would be an aberration to try and put the cart before the horse by, for example, giving them responsibility when there is a climate of mistrust.
Team cohesion is achieved primarily through shared, reliable information
True
False
Right !
True! Your team’s cohesion is based above all on the sense of security that each member feels. This feeling is achieved first and foremost by clearly defining your vision and objectives with your team, and letting them know formally and informally about major issues, progress, route points, dangers and opportunities. By doing this you will establish a “circle of security” which, when it is strong enough, will create an environment where people exchange information freely and where, as Simon Sinek explains, “ideas and intelligence are shared naturally, as are success and failure.” This should not be confused with effective communication, which addresses the need for belonging and teamwork.
Wrong !
True! Your team’s cohesion is based above all on the sense of security that each member feels. This feeling is achieved first and foremost by clearly defining your vision and objectives with your team, and letting them know formally and informally about major issues, progress, route points, dangers and opportunities. By doing this you will establish a “circle of security” which, when it is strong enough, will create an environment where people exchange information freely and where, as Simon Sinek explains, “ideas and intelligence are shared naturally, as are success and failure.” This should not be confused with effective communication, which addresses the need for belonging and teamwork.
Your team’s cohesion depends on you most of all
True
False
Right !
There’s no doubt about it! And not because of your mastery of positive reinforcement or your mediation skills but above all by addressing your team’s need for individual and collective security. There is a price to pay for the aura and “power” that comes with your position: when your group is facing a threat, it expects you to protect it from harm. Leadership is not about status or rank; it is about you making the decision to protect your tribe above all else. If you fail, you will shatter the first human motivation (as defined by Maslow) that ensures a group’s cohesion: the need for security. As Simon Sinek points out: “You have to make up your mind to ‘eat last’”! And don’t fall for conventional wisdom: loss of credibility stems fundamentally from leaders who satisfy ONLY the need for individual recognition among their employees.
Wrong !
There’s no doubt about it! And not because of your mastery of positive reinforcement or your mediation skills but above all by addressing your team’s need for individual and collective security. There is a price to pay for the aura and “power” that comes with your position: when your group is facing a threat, it expects you to protect it from harm. Leadership is not about status or rank; it is about you making the decision to protect your tribe above all else. If you fail, you will shatter the first human motivation (as defined by Maslow) that ensures a group’s cohesion: the need for security. As Simon Sinek points out: “You have to make up your mind to ‘eat last’”! And don’t fall for conventional wisdom: loss of credibility stems fundamentally from leaders who satisfy ONLY the need for individual recognition among their employees.
Your team’s trust is based chiefly on your capacity to make sacrifices
True
False
Right !
False. It relies above all on your integrity. If you are not sure about someone’s integrity, then you can’t trust them. And this applies to you most of all. Your integrity is the essential element for your team’s loyalty and cohesion. Integrity means referring to a code of values that is more demanding than simple obedience to the common rule; it means making sure that your intentions are matched by your words and deeds. Everything you do must be seen to be for the good of everybody and not just for your own benefit! Honesty, enthusiasm, love, courage and self-sacrifice are the five words that (taken in this order) describe true leadership.
Wrong !
False. It relies above all on your integrity. If you are not sure about someone’s integrity, then you can’t trust them. And this applies to you most of all. Your integrity is the essential element for your team’s loyalty and cohesion. Integrity means referring to a code of values that is more demanding than simple obedience to the common rule; it means making sure that your intentions are matched by your words and deeds. Everything you do must be seen to be for the good of everybody and not just for your own benefit! Honesty, enthusiasm, love, courage and self-sacrifice are the five words that (taken in this order) describe true leadership.
Team cohesion is maintained by meeting together and the art of asking questions
True
False
Right !
Absolutely true! Anything that distances you from the impact of what you say and the decisions you take will lead you down a dangerous path, and this will be made worse by physical distance and the abstract nature of the digital world. Strong relationships cannot be built using new technology because there is no such thing as virtual trust. There is no substitute for face-to-face meetings and actual contact with your team, as well as discussion, debate and exchange. This idea is emphasized by the need to rely on your team’s intelligence for tackling the considerable amount of information and skills required in the business world. According to Edgar Schein, an expert in organizational psychology, you have to know how to free up collective intelligence and listen to what other people have to say, thereby abandoning the posture of somebody who knows everything in favor of the leader who knows… how to ask questions.
Source: “Humble Inquiry, the gentle art of asking instead of telling”, by Edgar H. Schein (Berrett-Koehler 2013).
Source: “Humble Inquiry, the gentle art of asking instead of telling”, by Edgar H. Schein (Berrett-Koehler 2013).
Wrong !
Absolutely true! Anything that distances you from the impact of what you say and the decisions you take will lead you down a dangerous path, and this will be made worse by physical distance and the abstract nature of the digital world. Strong relationships cannot be built using new technology because there is no such thing as virtual trust. There is no substitute for face-to-face meetings and actual contact with your team, as well as discussion, debate and exchange. This idea is emphasized by the need to rely on your team’s intelligence for tackling the considerable amount of information and skills required in the business world. According to Edgar Schein, an expert in organizational psychology, you have to know how to free up collective intelligence and listen to what other people have to say, thereby abandoning the posture of somebody who knows everything in favor of the leader who knows… how to ask questions.
Source: “Humble Inquiry, the gentle art of asking instead of telling”, by Edgar H. Schein (Berrett-Koehler 2013).
Source: “Humble Inquiry, the gentle art of asking instead of telling”, by Edgar H. Schein (Berrett-Koehler 2013).
Asking questions is the art of knowing how to stay informed
True
False
Right !
It is not just about that. Although asking questions provides access to information (and you still have to ask the questions and know how to phrase them clearly), the art of questioning allows us to keep the discussion going or, if that is no longer the case, to find out information. In short, it brings added value to the debate. Questioning has a “regulatory” function that acts on the communication process and the direction of the conversation (whether it becomes more profound, speeds up, starts up again, changes course, develops or clarifies). This regulatory function requires a threefold capacity: paying attention to others (there is no regulation without the ability to focus on others); demonstrating a demanding rationality (for clarity of method and precise communication); and taking care to adhere to the objectives of the discussion (what are we looking to achieve together in this meeting?).
Wrong !
It is not just about that. Although asking questions provides access to information (and you still have to ask the questions and know how to phrase them clearly), the art of questioning allows us to keep the discussion going or, if that is no longer the case, to find out information. In short, it brings added value to the debate. Questioning has a “regulatory” function that acts on the communication process and the direction of the conversation (whether it becomes more profound, speeds up, starts up again, changes course, develops or clarifies). This regulatory function requires a threefold capacity: paying attention to others (there is no regulation without the ability to focus on others); demonstrating a demanding rationality (for clarity of method and precise communication); and taking care to adhere to the objectives of the discussion (what are we looking to achieve together in this meeting?).
Asking questions is a duty and responsibility
True
False
Right !
Many failures and misunderstandings are the result of questions that no one thought to ask. Socrates once said: “I know you won’t believe me, but the highest form of human excellence is to question oneself and others.” The philosopher’s greatest contribution to Western thought is perhaps the dialectical method, which consists of answering a question with another question. Known as the Socratic approach, it is a negative method of hypothesis elimination: the best hypotheses are based on clearly identifying and eliminating those that lead to contradictions. This approach aims to oblige everyone to examine the validity of his or her own beliefs. The goal of Socratic questioning is to “reveal the truth behind appearances and to introduce an element of reflection into the world of opinions.” Based on this centuries-old model, asking questions and phrasing them carefully has become a crucial skill in a complex world.
Wrong !
Many failures and misunderstandings are the result of questions that no one thought to ask. Socrates once said: “I know you won’t believe me, but the highest form of human excellence is to question oneself and others.” The philosopher’s greatest contribution to Western thought is perhaps the dialectical method, which consists of answering a question with another question. Known as the Socratic approach, it is a negative method of hypothesis elimination: the best hypotheses are based on clearly identifying and eliminating those that lead to contradictions. This approach aims to oblige everyone to examine the validity of his or her own beliefs. The goal of Socratic questioning is to “reveal the truth behind appearances and to introduce an element of reflection into the world of opinions.” Based on this centuries-old model, asking questions and phrasing them carefully has become a crucial skill in a complex world.
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