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Chapter 3: Concepts of Leadership: Difference between revisions
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Trust bears on a leader's predictability, bringing us to stability. Trusted leaders avoid behaving wildly inconsistently. Stability also applies to managing team goals. Volunteers want to know where the team is headed and that the team will get stronger as time and work moves forward. | Trust bears on a leader's predictability, bringing us to stability. Trusted leaders avoid behaving wildly inconsistently. Stability also applies to managing team goals. Volunteers want to know where the team is headed and that the team will get stronger as time and work moves forward. | ||
In his book ''Leaders Eat Last'', Simon Sinek describes a team like a family and the importance of building a "circle of safety" and cultivate an atmosphere of belonging. A lack of feelings of belonging and safety can create an atmosphere of insecurity, indifference, or chaos. This drives team members into managing their ''emotions'' instead of working on the tasks at hand. | In his book ''Leaders Eat Last'', Simon Sinek describes a team like a family and the importance of building a "circle of safety" and cultivate an atmosphere of belonging. A lack of feelings of belonging and safety can create an atmosphere of insecurity, indifference, or chaos. This drives team members into managing their ''emotions'' instead of working on the tasks at hand. | ||
The [[PBEM Volunteer Code of Conduct]] sets an expectation of respect for all PBEM volunteers. Team Leaders can bolster values of respect and trust be defining and adhering to team governance structures. A NET Team Leader should make themselves emotionally available to listen to concerns but also make it clear that it is never acceptable for a team member to hijack team stability by expressing their point of view in a disruptive or offensive manner. | |||