Part Two …” It is a funny thing about life; if you refuse to accept anything but the best, you very often get it” … Somerset Maugham

Part of expecting the best is evaluating and selecting the team. The staff, vendors, and contractors and their inherent staff have to be brought into the concept of expectation of execution at the “best.” Once chosen, they have to be empowered by the manager/leader, and they have to be respected and loved.

Love and business?? No, we are not talking about romance, kissy, kissy, and stumbling over words as one tries to speak.? This is about emotions, which can lead to success, or not.

?As a manager/leader who develops the powerful personal mantra of accepting nothing less than the best, they establish a “standing” among staff, suppliers, contractors, end users(customers), and, in effect, their team. This standing will be critical to the long-term success of the manager/leader and the team.

When progress is disrupted by any cause, the easiest thing to do is to climb inside oneself, get angry, emote verbally, and generally cause a nonproductive scene. Or, the manager may climb inside themselves and become noncommunicative. The above does nothing to correct the course and, in fact, damages the manager’s influence over the team.

Assuming there is a well-detailed scope of work and properly empowered team members, then the source of the disruption is easily found and examination of potential corrective measures can be reviewed.? Further, if there aren't any easily available corrective measures, the alternative is finding a workaround, or charting a new path. Commence these corrective actions towards a revised successful end. ?Then communicate to all interested parties, restraining any placing blame, rather detail the new timeline and how the changes will affect all.? Why this happened is less important than what is being done to get back on track.? Later the “why” can be reviewed for other corrective actions.

Accept change/restructure as needed, and move on, rather than expending time and energy on frustration.

If there is pent-up anger within, find a safe way to vent it, maybe a safe friend’s ear, and then leave frustration behind.? If it is still there, exercise may be needed. Find a way to get rid of the anger. ?No matter what, do not use that emotion to fuel any part of a manager’s method of leading the team.? Being personally driven differs from using a streak of anger to hammer a hard-driving team.

When a manager leads calmly, expressing appreciation for the help of the individuals/team, using a smile upon occasion, and giving reassurance as needed, the leader cements themselves as worthy of respect.? This is where emotions become positive. That in no way checks the occasional need to correct or redirect team members, and require updates.? As long as it is done with respect aim aimed towards personal and team success.

When respect is earned, some of the walls erected by team members will disappear.? The team finds working with the manager/leader comfortable and, safe, and a “fondness” grows from this familiarity.

Over time one might hear “I love working with ……..”.? It may be that the manager has a natural personality that is well-liked.? Or, they do not have natural charisma but have developed loyalty by being a strong yet caring leader.? One who is goal-driven, yet supports the needs of the team to ensure everyone participates in the joy of success.?

A screamer, cold fish, thrower of others under the bus, closed-door manager, and brown nose; will likely develop a dysfunctional team.? Possibly successful, but not a loyal team, not likely to be reliably long-lived.?

Management leadership is all about emotions, and how it is used to discourage or inspire.