# Managing Groups and Teams/Leader Credibility

## Questions Posed

Once a team is formed, how should the team leader handle questions about
his/her ability? For example, in the case where the team has had its
first significant meeting and the leader did something to cause others
to questions his/her ability to lead the project. Along the same line,
are there particular steps a team leader can take to mitigate a blow to
the team either from external forces or internal forces (say in the form
of personal conflict or someone essential to the project leaving the
company)?

## Introduction

The question above is presented as to ask how you can mitigate questions
to your credibility as a team leader. This lack of credibility could be
from something you did wrong in a meeting or a mistake you made on a
project. The question also asks how you, as a team leader, can soften
the blow to the team from an internal or external force affecting the
team. This last question is very broad and because of this, the chapter
will focus that question and the others with respect only to
establishing, maintaining and restoring credibility as a team leader.

You can read all the books and follow all the rules about managing and
leading, but inevitably, you will find your credibility in question from
one, or a number of team members at some point during your career. It
may almost seem easier to deal with if you know you did something wrong
or inappropriate. The hard part is when you have somehow lost
credibility when you've done, pretty much, everything right. During this
chapter, we will look into a number of reasons for finding yourself
lacking credibility with your team members. We will also offer general
advice on how to keep or restore your credibility.

While there are many reasons your team may find your credibility
lacking, we will focus on a few very common ones. First, we will look at
how your credibility may be threatened simply by a stereotype attached
to you. Second, we will look at how your personality traits can affect
credibility. Then we will look into how leading your former peers can
cause credibility problems and how to alleviate them. Following these
sections we will offer advice on how to establish credibility in a newly
formed team, and finally, how to establish your credibility in general
as well as avoid pitfalls.

## Overcoming Stereotypes

Establishing leadership credibility in a group or team setting can be
difficult enough without having to battle stereotypes along the way.
This section will focus briefly on the different stereotypes that exist
within the work organization, specifically, the groups and teams within
these organizations. This section will also attempt to advise on how to
avoid the pitfalls of stereotypes.

First, we will define exactly what a stereotype is and what it is
capable of. Stereotypes occur when we assign and generalize certain
attributes, characteristics, qualities or shortcomings to a specific
group of people. For example: \"The elderly drive poorly,\" \"Women are
too emotional,\" \"Teenagers are lazy,\" or \"Men are cold and
distant.\" You may think these examples are harmless, but these are only
starting points from which stereotypes can become extreme and
irrational. Some categories which can be a target of stereotypes are:
race, religion, gender, class, age, etc.

Stereotyping is a way our brain tries to processes the endless amount of
information it is presented with daily. With so much stimulation to
account for, stereotyping is a way the brain cuts through it all in
order to make it presentable. This is often done subconsciously and is
not always linked to negative outcomes. The danger presents itself when
we are unaware of this process going on in our brain and we begin to
accept stereotypes as fact or reality. Stereotypes are far reaching and
virtually everyone is a potential victim.

Stereotypes are damaging when we assume something about someone, or
judge them prematurely, simply because we assign them to a larger group
with a predetermined set of characteristics. Stereotyping is often
linked closely with prejudice, which occurs when one makes a conscious
decision to dislike, distrust, or work against a specific group because
of the negative stereotypes associated with that group.

History is laced with stereotyping and prejudices. Modern time takes no
exception. A common place stereotyping takes place is within
organizations and teams within these organizations. This behavior can
destroy any attempts to create a collaborative environment within work
teams and can effectively prevent production or progression. So the
question presents itself, how do we keep this behavior out of our teams
in order to be more successful?

As a leader of a group/team who may be battling a stereotype while
trying to obtain credibility, you must first make it your priority to
rid yourself of any thought or behavior that endorses or exhibits
stereotyping. You must be careful not to get defensive expecting that
you are being stereotyped. Give your team the benefit of the doubt
initially. Team attitude often reflects leadership. If they see you are
relaxed and open they may adopt your attitude. This is one way to battle
stereotypes within groups.

Another way to battle stereotypes is to create an atmosphere conducive
to open communication. It is through talking to people and forging
relationships with others that stereotypes can be shattered and put to
rest. This is easier said than done, but achievable if a team leader is
determined to have a successful group.

Also, when creating a group, create groups with diversity. This builds
off the previous point of communication. We are often afraid of what we
don\'t know. A diverse group can create an environment where learning
and understanding can be achieved and stereotypes dispelled.

It may sound simple, but one final way to counter a stereotype when
leading a team is to simply work hard and prove you are a good leader
first and foremost. If you leave no doubt in your groups' mind you are
there to facilitate their success, you will begin to create an
atmosphere where attitudes can change and minds can be enlightened.

## Personality Types

When dealing with team environments, the personality of the group and
those of individuals are determinants in whether the group will succeed
or fail at its goals and endeavors. Within each group, there is the
potential for each of the members to have significantly different
strengths and weaknesses which are essential for an effective team.
Examples of these characteristics are being introverted and extroverted.
Introverts are people whose thoughts and interests are directed inward
rather than outward toward others. On the other hand extroverts are
interested in others or in the environment. Speaking in broad terms,
they are a gregarious and unreserved person. With this in mind, to be an
effective leader, you need to not only identify these traits in others,
but also identify them in yourself in order to establish leadership
credibility. Otherwise, ineffective management of your team of different
personalities, working motifs, and styles may lead to unnecessary
challenges and conflicts that could possibly lead to the demise and
failure of the overall project.

In understanding introversion and extroversion, Carl Jung (one of the
earliest leaders into the understanding and exploration of this type of
personality trait), was able to understand and develop the core
principles of extroversion and introversion. He was able to view the
behavior of humans as either habits or as personality patterns. He then
explained the differences accordingly to those unique, distinguishable,
and variable social patterns. He directed and focused his research on
the intuition, thinking, sensing, and feeling components which were
later published as major players in his psychological traits theory.

During different events in our daily lives, we tend to utilize both
aspects of introversion and extroversion. But, generally speaking, most
people rely upon one dominant expression, whether it is introversion or
extroversion, during the daily events and dramas that induce stressful
situations. The preferences that are expressed by these different types
of personalities also affect and impact social understanding and
learning of perceptions, judgments, different learning styles, as well
as sociological preferences each individual resorts to.

When comparing introverts and extroverts, with our perception of what
the team and its organization represents, there are still different view
points we hold. First, introverts might view and feel the team meeting
and discussions as draining, stressful, and (more or less) a waste of
time. While extroverts view the team meetings as productive and
energizing toward the end goal of the team.

It is essential for you, as the team leader, to not only understand the
different aspects of each team member, but also of yourself and what
impact you have in leading the group. Being able to assess your ability
and draw upon the abilities and strengths of others will provide an easy
path to a successful team. By understanding and acknowledging different
personality types, strengths and weaknesses, learning styles,
perceptions, and judgments of each group member, you have already taken
steps in the right direction to becoming an effective leader. Doing this
should dismiss most, if not all, skepticism of your leadership ability.
When you have been able to identify these aspects of your group, you can
effectively direct and coordinate the team towards your goal or
directive in the most efficient manner possible.

As the team leader, understanding group meetings is an integral
component of the development, planning of the assigned project, and
development of team unity. As previously indicated, extroverts view
these meetings as a venue for essential thought provoking discussions
and a place to surcease any problems that may arise. So to be an
effective leader, you must acknowledge and mitigate these circumstances
to the contrary of the introverts. These introverts would rather use the
time (that most meetings would use up) to research, prepare, and plan
for these meetings on a lesser scale. By understanding this, you can
handle any skepticism and quandaries about your leadership ability by
providing advanced written information about the team members,
agenda(s), reports, or possible discussion questions. This forethought
and preplanning allows introverts the necessary time to organize and
preplan their feelings and thoughts so their involvement within the
group will be more substantial and appreciated by the extroverts who, by
their very nature, will applaud and welcome their contributions.

In addressing the possible scenario of conflict from within the team
itself or from external forces, you need to address and understand the
different areas of conflict that may arise. As previously mentioned, the
different personalities may be cause for conflict within the team
environment. To quell such proprieties and demurrals from the different
team members, using the knowledge and understanding of each team member
and their strengths and weaknesses is essential as an effective team
leader. When such internal conflicts arise, being able to negotiate and
mitigate conflicts is essential. In addition, knowledge of the team
members\' personality and learning styles is important in order to show
foresight and understanding of the conflict that has occurred.

So in conclusion, as an effective and forthright leader will need to
have perception and knowledge based upon the different personality types
of each group member so any possible conflict and prejudice arising can
be eliminated.

## Effectively Leading Your Former Peers

You have spent the last few years working hard with your team, you've
seen great success together and you've been able to establish some very
positive professional relationships. You are comfortable with your team
and are satisfied with the work you have done together. Now things are
about to change, you have been rewarded for your hard work and have been
selected to lead the team you were once a part of.

After the initial euphoria and excitement of your recent promotion wears
off, you may realize the relationships with your team members is not the
same. Suddenly they look to you for motivation and guidance. Will they
buy into your ideas? Will they respect you? Will they still be your
friends? Do you want them to be your friends? How will performance
evaluations go? As managers continue to climb the corporate ladder many
of them have had to (or will) deal with these types of situations at one
time or another. This section is dedicated to helping managers
effectively manage their relationships with former peers, while at the
same time adapting to their new leadership role.

Generally speaking, two behaviors can emerge as managers begin to lead
their former peers. One end of the spectrum is trying to remain "one of
the guys" (or gals). This type of manager has difficulty making
unpopular decisions, performing disciplinary action, performance
evaluations, assigning responsibility, and holding people accountable.
At the other end of the spectrum, one morphs into an unrecognizable
individual that feels he or she must change everything the team has been
doing and make it their own. After all, the leader is ultimately
responsible for the success and failure of the team. This behavior
oftentimes results in rifts between the leaders and the rest of the
team. The following are some effective methods in making the transition
from team member to leader.

First, don't try and change everything at once. You will have plenty of
time to implement your ideas and plans for success. Now the important
part is getting your team on board with you as their leader. Second, get
the message out that you will be even handed in dealing with
subordinates. There will certainly be some subordinates you were closer
with then others. The ones you were close with may expect some
preferential treatment while others may expect to see you come down
harder on them. Ensuring your team members you will be even handed will
help them develop trust and respect for you as their leader. Next, steer
clear of situations where favoritism might be perceived. In addition,
repair rifts with former colleagues. There will certainly be some hurt
feelings and disappointment among your peers. After all, you beat them
out for the job. Some peers may also harbor ill feelings from previous
conflicts that you may have been engaged in. Take action to repair these
rifts and work towards establishing positive relationships. Finally,
clearly define your role and what your expectations are. You are the
leader act like it. Let your peers know what you expect of them and hold
them accountable for their performance.

Stepping into a leadership role involving peers can be a very
challenging situation. Difficult situations will certainly arise and
tough decisions will have to be made but that's why you're the leader.
By clearly establishing goals and expectations of every team member and
ensuring the entire team that you will not play favorites and everyone
will be treated equally you will be able to establish your credibility
as an effective leader an ultimately lead a more successful team.

## Leading a New Team

You've spent the money, done your homework, and earned your degree now
you have the job. You are now leading your own team. Now, how do you do
it? How do you establish your credibility to team members you have never
met? What are their expectations of you? How do you instill confidence
in your team about your leadership abilities? How do you handle
questions and concerns about your leadership abilities? The following
section is dedicated to assisting new leaders in managing their teams
and promoting success within their new role.

As the new leader you need to take charge. You may be replacing a great
leader who had great success and admiration from his or her team and the
shoes you are expected to fill may be great. Or you may be replacing a
leader who was despised by his or her team and the team was a
disappointment. Either way, there are several challenges leaders face as
they step into new environments as team leaders. They may be dealing
with high expectations and questions from their team such as, "That's
not how so and so would do it" or "How will this new leader be different
from the last". Despite how the team may have performed in the past it's
your ship now, the success or failure of the team is your
responsibility. Your team needs to know that you are committed to being
their leader and leading them to success. Communicate your goals and
expectations clearly to every team member. Let them know the importance
of their role in the team. Be sure to give your team the time and
resources to achieve their goals and give them the training to achieve
their goals.

Your team needs to trust you and one of the best ways to gain their
confidence in your abilities is through your example. You were hired for
a reason, obviously your boss has confidence in your abilities. Now is
the time to showcase them for the rest of your team. Your attitude and
the manner in which you perform your tasks will be infectious. The way
you act and interact with your team will ultimately reflect the way you
and your team will perform together.

Next, be accountable. Problems will arise and mistakes will be made and
at times human nature prompts us to deflect blame or try and spin things
in a better way, after all no one wants to be blamed for a major screw
up. Effective leaders know how to stand up and be held accountable.

Finally, never underestimate the power of effective listening Take the
time to get to know your people. Effective leaders must be willing to
see the team from the team's perspective. As a leader you may have your
own vision of what success is, if your team has a different vision than
you, the team will never arrive at the same point of success. Talk to
each individual team member, find out what is important to them. It is
the only way you will know how to effectively motivate them.

Individual interviews with each team member can be very effective in
helping to establish positive relationships within your team.
Furthermore, you can gain valuable insight into the nature of the team
and how you can effectively use the team's resources to achieve the
team's goals. Be sure to act upon the information you gain from your
team through your individual interviews. Involving your team's insights
will help create a culture of trust and unity within your team and their
insights may oftentimes be more profound than your own. Build up your
people, give them responsibility and hold them accountable. Praise and
recognize them when they deserve it. When they perform poorly let them
know you expect more from them. They will respect you more as a leader
and most often will be inclined to perform at a higher level for the
success of the team.

Certainly leading a new team is a challenging role filled with many
obstacles. Creating a positive environment is essential in achieving
success as a team. After all, the team\'s performance is indicative of
the leadership abilities of its leader. By taking charge, leading by
example, listening, and taking action you will be able to instill
confidence within your team. You will also establish your credibility
and, ultimately, have more success as a team.

## Establishing Credibility and Avoiding Pitfalls

Having or establishing credibility from the outset can make leading a
team easier and give more leeway in decision making while leading a team
(when it is done right). This section is easy when things go right. What
about when they don\'t?

The first thing you should never do, is try and save face by pushing the
blame onto someone else. This rarely works in the long run. You would
hope the people in your team are smart and, as a consequence, see
through this. Members of the team may play dumb at the moment to avoid
conflict, but they will not appreciate you for it. This will always be
in their mind when dealing with you. \"Will they try and pin the next
thing that goes bad on me?\"

Think about those you respect most in your organization. Not who has the
most influence or power, but who you respect. This is the type of person
who is honest with themselves and their coworkers (this includes
subordinates and higher-ups). When was the last time you were upset with
someone for fessing up to an issue they caused before someone else
mentioned it? Or graciously accepted criticism for a perceived or a real
issue they may have caused? You may have been upset with what happened
or the consequences, but think about your respect level for the person.
This is most likely a person you would go to bat for in a tight
situation, because you know they would have done their best and improved
where they could. Taking this type of stance yourself, can go a long way
in negating any issues that may happen early on in a group that question
your ability to lead a project.

Most problems boil down to communication. Members of the group may have
different interactive styles based on backgrounds or individual
disciplines. Failure to accommodate different communication styles can
lead to misunderstandings and possibly questioning abilities. One way to
help members understand you is to give them an instruction manual. Even
a cheap \$25 tape recorder has instructions, why not you? Let your
manual say, amongst other things: \"Here\'s what gets me going,\"
\"Here\'s what annoys me,\" \"Warning! Here\'s what will get you in
trouble.\" These types of suggestions are probably better suited for a
manager, but they could also work for subordinates or peers. Other
sections of the manual could include: \"Ask me to \'get to the point,\'
"If a description is not clear, please ask to be more concrete,\" \"Warn
me if I am heading down the wrong path,\" and \"I tend to refer to
statistics when I am uncomfortable with a topic.\" This type of
instruction manual of yourself can be useful as a daily reminder to
yourself on what you need to work on. Others, even timid ones, can call
you on one of your issues without fear of offending or overstepping
bounds. It will show you are truly looking to do your best and eliminate
perceived inabilities caused by communication breakdown. As result, they
will know where you are coming from.

## Conclusion

During this chapter we have touched on a few items which can affect your
credibility as a team leader. The issues we have discussed are common,
but there are many more reasons why you may have lost credibility with
members of your team. Knowing how to deal with common reasons for losing
credibility will help you when other issues arise.

Hopefully the latter part of this chapter has given you some insight
into how to, in general, establish, maintain, and restore your
credibility as a team leader. You will never be able to please everyone,
but you can certainly do your best to be an effective leader and use the
information in this chapter to help you credibility as a leader and an
example to the rest of you team.

## References

The Wall Street Journal Online, Joann S. Lublin, January 7, 2003, Job
Candidates Get a Manual From Boss: \'How to Handle Me\'
<HTTP://online.wsj.com/article/0,,SB1041881615563021064,00.html>

Abrashoff, Michael D. 2002 It\'s Your Ship

Career Journal Online, Erin White, November 22, 2005 \'How Some New
Managers Supervise Their Former Peers\'
<http://www.careerjournal.com/myc/management/20051122-white.html>

