How to become a great boss with a great team

Leading from the Front: Mark Topley shares his top seven strategies for becoming a leader with an exceptional team.

If you’re reading this, chances are you’re dealing with the complexities of leadership in today’s ever-changing landscape.

The challenges are many: recruitment, retention, competitive remuneration and the ever-increasing threat of your talent being poached by competitors. Add to that the seismic changes in employment dynamics that have accelerated since the pandemic, and you can feel like you’re navigating a maze without a map.

You are not alone. Many leaders are trying to understand why the old ways of doing things no longer work. But here’s the good news: there is hope. This article will provide you with seven keys to becoming not just a good boss, but a great one, leading a team that is nothing short of exceptional.

If you have found yourself in a leadership position without any training, then fear not! I have been in your shoes. Whether you bought a practice and expected the ‘people’ side of things to be straightforward, or were promoted from within to practice manager and struggled to redefine relationships with your team – this is for you.

Like you, I rose through the ranks to become the CEO of an organization with a team of 50 people. Through many mistakes, some great coaches and mentors, and a lot of reading and studying, I learned to lead. Critically, I discovered that great bosses are not born – they are made. And you can also become a big boss. Here are what I believe are the fundamental keys to building an exceptional team.

Start with you

Before you can effectively lead others, you must first lead yourself. As Plato said: “The first and greatest victory is to conquer yourself.” This means staying motivated, growing your character and skills, and learning self-awareness.

Surround yourself with people who lift you up and challenge you to be better. You must take care of yourself – your level of leadership depends on your ability to proactively manage your mental, physical and emotional well-being. Remember, leadership is not just about strategy; it’s about character, resilience and emotional intelligence.

Define the narrative

A strong team is united by a common narrative. Create a credo that summarizes your team’s purpose, mission, and key characteristics. This credo will serve as a guide to behavior and decision-making, helping to align your team’s actions with its core goals. Make it inspiring as well as actionable so that it is a daily reference point for your team.

Make sure you have a ‘story’ to invite people. What does it mean to join your team? Where did you come from and where are you going? What is expected of me as a team member and what do I need to do to succeed? If you can’t get people’s attention with these things, then you’ll have trouble recruiting good people.

Create the culture

Culture is the invisible glue that holds a team together. According to Daniel Coyle in his excellent book The Culture Code, the foundations of a strong culture are:

• Belonging and safety – can I trust these people? Will I be safe in relationships here?
• Weakness – is it okay to ask for help, or am I expected to be perfect?
• Purpose – what do we stand for? What difference do we make? Do I remember regularly?

Identify the ‘planks’ that will be built on these foundations. These can be events triggered by calendars, special initiatives or transitions such as joining of new team members. For each board, clarify how your values ​​apply. List them, plan them, organize them, manage them, reward them and hold people accountable for them.

Create and add to your team

The recruiting process is your first opportunity to set expectations. Make it clear what you’re looking for, allowing people to self-select into your team culture.

Once they’re on board, onboard them properly and demonstrate the value they bring to the team. This not only boosts morale, but also sets the tone for a productive working relationship.

Develop and deploy your team

What are the individual goals of your team members? Help them get on track to achieve these through development and partnership. If they want money, help them get it through additional responsibility or productivity. If it’s development, help them increase their skills, knowledge and value through training. Or if it’s flexibility, then work with them to accommodate where you can.

Place and trust your team with responsibility and authority. Delegating is not only the sensible thing to do for your well-being, but it also increases engagement and productivity. Use established models like Michael Hyatt’s delegation model and Blanchard’s situational leadership model to guide you. These models provide frameworks for understanding when to delegate, how to provide feedback, and how to adapt your leadership style to different situations.

Build proactively

Team building isn’t just about take-out or extreme challenges. Use care and fun as strategies to build a strong, cohesive unit.

Build connectivity and collaboration into your daily operations to create a culture of engagement and innovation. This will not only make your team members feel appreciated, but also encourage them to contribute their best work.

Teach and lead people

Finally, leadership is about people. Learn the art of emotional intelligence: how to read people, how to inspire them, and how to handle difficult conversations. This is a skill that can be developed over time and practice, and it is one that will set you apart as a truly great leader. Leadership is a journey, not a destination.

The challenges are many, but so are the rewards. By focusing on these seven key areas, you’ll be on your way to becoming a boss who not only excels in his role, but also creates an incredible team that people want to be a part of.

So take a deep breath, roll up your sleeves and let’s get to work. Your incredible team is waiting.

This article first appeared on Private dentistry magazine. To receive a copy, register with Dentistry Club.