Sports Pyschology
Leadership Links by Rose Mercier and Penny WerthnerTAKING ACTION - ANOTHER LEADERSHIP SKILL In the past two columns, we've discussed specific communication skills that leaders need to use effectively. These skills are valuable alone or in combination. Some situations require good judgment as well as good communication skills. To test your leadership instincts, consider the following scenarios: You’re chairing a meeting and one person is dominating the discussion. The other participants look annoyed. What do you do? a) When she takes a breath, ask the group if anyone else has another other point of view on the issue. b) Do nothing and hope she won't be able to attend the next meeting. c) Wait until the meeting is over and then approach her with a ‘clear message’ prepared: "No one else had a chance to speak on that last issue. I'm not sure that's such a great idea. I was reluctant to interrupt you; however I'm concerned that our decisions reflect a consensus. I need your help in making this work. d) Begin talking loudly to whomever is sitting next to you and complain about how difficult it is to chair a meeting when one person talks too much. It's the last game of the playoffs. Your team has just won t . . .
You can change the way in which the group is working by dividing it into smaller working groups, changing pairings or team composition, or providing a break so that the group can regain its energy. You're on the mission staff with five other colleagues. Deciding what to do is not always easy, particularly if you need to act immediately. This might take the form of a presentation or an explanation of the background of a situation. To best understand intensity, think about the impact of your intervention from the perspective of the individual or group. Ask if there's a problem and then be prepared to listen carefully. — Penny Werthner and Rose Mercier This column is written by Rose Mercier and Penny Werthner who are the presenters of CAAWS "Perspectives On Women's Leadership" workshops. This requires an immediate one-on-one intervention; however, remember the team is the group which you are leading. That's why thinking about how to intervene effectively—in advance of the need to do so—will help you develop this leadership skill. Deciding at what level to intervene is the first element of your choice of action. You may choose to intervene spontaneously (a) and address the whole group. Leave the team on its own for the moment. What do you do? a) Say sarcastically, "I thought it was rude to keep secrets among friends. c) You stop, pause, and tell the father you'll speak to him outside in five minutes.
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