John Maxwell says leadership is influence. If that’s true, then how does a leader develop that influence with the people he or she leads?
I have had the opportunity to build my own team—that’s easier—and to inherit a team I was supposed to lead. That’s hard. But either way requires intentional effort on the part of the leader. Influence is never gained simply by holding a position.
I’ll never forget the first week in my current position. We have a large staff and it seemed everyone was on edge around me. It was awkward. I’m a pretty easy-going guy. I can appear intense at times, because I’m very driven, but I genuinely like people. My door is always open. But it was tense. Eerily tense. The church had experienced a couple of difficult years, and they were obviously resistant to give immediate trust. I would have to earn it.
If John Maxwell is correct that leadership is influence—and he certainly is at some level—I knew I had to gain influence with my team. I can’t lead people if I can’t influence them.
Influence is always based on trust. So, ultimately, that’s what we are discussing in this post. Building trust that gains influence.
Here are seven ways I attempt to gain influence with my team:
Treat people with respect. I expect to be respected as a leader. Most leaders have that expectation. I know, however, that I can’t demand or even expect respect without displaying it. If I disrespect people it doesn’t build influence, it fosters control. People need to know they are valued members on the team and that they will be treated fairly, professionally—with grace and truth.
Take risks on people and give opportunities to fail—or succeed. I like placing faith in people. I love to recruit people who start their ministry career with us. And if a team member comes to me with a dream, I’ll try to help them attain it. The risk is almost always worth the return. People need to know they are free to explore—even if it’s into unknown territory. More importantly, they need to know you’ll back them up if it doesn’t work. Team members need to be able to learn from mistakes—and success—and continue to grow and develop.
Recognize and reward efforts. I’m not afraid to single out exceptional work for individual recognition. Texting or emailing everyone to compliment one should not be forbidden. Yes, you may miss someone—and I try to discipline myself to look broadly for areas to applaud—but individuals need recognition just as the collective team does. What I’ve learned is, a culture which recognizes achievements of others is contagious. As you do, so will the team.
