Leaders create fundamental principles guiding the way in which goals are accomplished and how people (all of them) are treated. They Model the Way by setting an example others can aspire to, and keeping high standards for themselves and those around them. When their people don’t know the next step in a process, they offer them support and guidance.

By setting small goals and checkpoints they can ensure that the ‘big picture’ is being worked towards while fostering a feeling of accomplishment and victory on the way. This aspect cannot be overlooked; while an ultimate goal may seem unattainable, the interim or first steps seem very doable. By taking the process one step at a time, a team gains momentum as their successes build and they get closer to the desired end. I played this role in my team, setting objectives for us almost daily that we could accomplish by the next meeting. Whereas the group project once seemed daunting, the sum of our individual tasks eventually got us to the point where we knew we could do it. After that, it was just a matter of finishing strong and sticking to our principles through the end.

I always strove to inspire a shared vision. I knew from the beginning that my group was of a quality where I could make a difference through personal persuasion and enlistment of like-minded members to support me when we ran into obstacles. During our group’s darkest hour, where we weren’t sure if we picked the right topic but it was too late to change, I did my best to calm and comfort my teammates while asking them to use our fear as a catalyst for change. Within an hour we had fundamentally altered our solution in a way that still fell within the bounds of our original idea but that we all liked and were more comfortable with. I always expressed confidence that we would do well, and this optimism cropped up repeatedly in peer evaluations as a major contribution I was making to the team.

A leader Challenges the Process, that is, they are not satisfied with ‘normal’, ‘average’, ‘good enough’ or the status quo. They seek innovative solutions to traditional problems, and are comfortable with experimentation and taking risks in the pursuit of this. When they fail, they do not fix blame or lament on what should have been done instead, they use their failures as an opportunity to learn.

During the first group meeting, I asked everyone what grade they expected or wanted from BA 352. Three of us wanted A’s; two would have been satisfied with B’s. I insisted that all of our group work needed to be A quality but that individuals could put as much or little effort into their individual assignments as they liked. The “B” attitude was the status quo, it was what was expected and considered normal, but it was not good enough for any group I was a part of. If we were to get B’s, I would not blame anyone, the professor or the class; I would look to see what I could have done differently, and what I WILL do differently next time.

The best leaders Enable Others to Act. Though they may be capable of doing something alone, they allow collaboration, fostering a sense of camaraderie and dependence between the team members. During our second presentation, I accepted a relatively minor role even though my confidence in my presenting skills is sky high, because my teammates needed a chance to prove to themselves and the class that they could do it too. They stepped up and we all did admirably.

Leaders encourage mutual respect between team members and foster a trustworthy environment where everyone feels their voice can be heard and will be respected. When others doubt their abilities, a leader strengthens them, making them believe in themselves. When Link was giving his initial presentation introduction, he was full of self-doubt and worry. I could sympathize with a fear of public speaking and since it is a forte of mine, I encouraged him, gave him positive feedback, and let him practice it on me for a full hour. I think the end result was the best introduction in the entire class for either presentation.

Great leaders Encourage the Heart. They recognize team members’ contributions, and actually say them out loud, building confidence in those around them. They create an environment where members feel a personal stake in the rewards and good results that stem from their efforts. When the final goal is accomplished, they celebrate. I have always brought a positive attitude to the team dynamic and been vocal in my encouragement. I praised my team members in front of their peers when they went above and beyond what was expected of them. And after finals are finished this week, our team is meeting up for a well-earned beer or three!

Finally, great leaders need great emotional intelligence. They need to have excellent control over their own emotions, not allowing their fear, frustration or anger to seep over into the team dynamic. Part of this is being self-aware, knowing their own strengths and weaknesses, and how best to use them. They need to be able to manage themselves and manage their relationships with others. Great leaders are socially aware; they can put themselves into others’ shoes and think from their perspective. They empathize with their team.

My teammates commented that while I could be forceful when I believed strongly in an idea, I was always willing to meet them in the middle and listen to their thoughts. I am especially proud of my ability to admit when I am wrong, which I did regularly. I know my strengths and I play to them, exile always working on improving my weaknesses. I always had my own life managed so when I came to group meetings I could focus on our issues 100%.