Day 13

Today, we're going to be starting up on the 5th power leverage. And this is your leadership power,
leverage.
Now for most of us, I think generally every one of us, one of the things we need to realize is that
within the workspace, We don't work solo.
We are most of the time, we are part of a team.
Now for most of us, there are different ways in which we recognize and see the teams that we are part
of.
For some of us, the win, which we understand that teams is, for example, you have a standard team
structure.
you are part of a department. You're part of, functional group.
And that's the way in which most of us see our team structure.
Now what I want to bring us around is the 2 types of team structures that you have.
You have what you call the unique functional teams, and you have what you call your cross functional
teams.
Now what are your unique functional teams?
unifunctional teams are teams that are aligned by 1 common goal or 1 common objective, which is
usually functional or task based.
So for example, let's say you're part of a department, that is a dysfunctional team because every one of
you, you are tied to delivering 1 particular employer.
For example, you're part of a member of let's say, the accounting team, you're part of the development
team, you're part of the business development team, that sort of thing.
You are that's what you call a unique functional team because, look, you're tied together by one
objective, one set of task together.
Every one of these are aligned in terms of your skill sets to deliver on just that one, target or one
objective.
Now you now have what you call cross functional teams.
Now the way you need to see cross functional teams there, cross functional teams exist in 2, variations
the first variations you can have your cross functional team is, for example, let's say they set up an
agriculture committee made up of people from across different teams you have people from what are
the finance?
You have people from the sales. You have people from, the, the administration.
Everyone of you coming together, as part of an ad hoc team.
That's that's one that's one version of a cross functional team.
Now there are situations whereby you actually do not have what you call a formal team.
What you have is is that this really happens more within a small office whereby you don't really
because you're you don't you don't really have the volume of work for you to actually break it to
multiple teams.
You now have a situation whereby everybody is more or less handling one core area.
So for example, you could have usually happens maybe it's start of situations whereby you have one
person who is handling the whole gamut of a particular function on what should be under your
department.
And you have everybody all set up around that sort of logic too.
you have a situation whereby you have, for example, somebody in charge of accounts, somebody in
charge of sales, somebody in that sort of way, if without realizing that one of the first things you have
to understand is that all of you together within that within that set up, you're actually part of a team.
It's just a cross functional team. similar to, your ad hoc.
The only thing is the only difference between this and the ad hoc team is the fact that for the adult, the
ad hoc team you most of the time have a fixed lifespan.
So for example, they bring you together for an adult cross functional team.
There's obviously a targeted goal they want you to achieve, and that's the reason why they bring all of
you together.
And so there's always a time, there's always a time element tied to that that Okay.
By social time, you need to have delivered this. You need to have completed this ETC and things like
that.
Whereas for the other type of cross functional team, there's really no defined terminal date for every
one of them.
Effectively, you're gonna continue working for as long as the job exists.
But you have to think of you the value which you bring you to that, and that actually takes the second
part of the conversation today.
We've understood the various types of, teams that we could be part of.
The next thing we need to understand is how we bring value to the respective teams that we are part
of.
Now number one thing I want you to get out of your mind is don't think the way you bring value to
your teams that you're part of is by virtue of your job description.
Your job description is basically your minimum membership card.
Your job description is basically what gets you to be a part of that team.
And so don't think that the way you bring your highest value to that team is by your job description.
The way you bring value to that team is actually your ability to leverage your other, your, I mean, is
that your ability to leverage the other competencies that you bring in as a person?
And this competencies, as I really driven by number 1, the experience that you brought from the past
the relationships that you bring in from the past, those are really the things which you need to be able
to leverage on in terms of your biggest value contributors.
let me give you guys an example.
There was a time in which the firm that I was working working with, they they acquired another they
acquired an a a company which was based in, Barcelona spin.
And as a result of that, they decided to move me just to help with the integration of the company
decide to move me to, I mean, parts of the team within the within the set of back within the best set of
a Barcelona Now I had my clear job description in terms of, okay, what it is I was supposed to be
doing every day?
What are the tasks? What are the goals that I basically need to achieve on a constant and ongoing
basis.
But you know what? That really was not the highest value that I brought to that team.
Now the way it is that this team was a cross functional team, but not on hard work or more of a
permanent one because it wasn't it wasn't like a big team because that team, the the team in Barcelona
was a team that was more responsible for overseeing what was happening across the other subsidiaries
because we had other subsidiaries across the African continent.
And so the responsibility of that team was basically to oversee, what was happening across the
continent.
And that's where I found myself in Now the biggest value that I brought into that, setup, like I said
here, was not necessarily what I was doing in alignment with my job district description.
the biggest value that I brought to that team was my ability to seamlessly network that team to with
the team that was back in Nigeria.
Now in terms of scale of business, Nigeria had 1 of the largest, business coverage within the
subsidiary.
And, the team back in Barcelona for them to be able to get some of the, information that they needed
to get.
They needed to know who it is that was responsible for those sort of information.
Now simply because I have been part of the Nigerian set up, I understood or who it is you need for
this information, who it is that you need.
So for example, maybe the guy in, the the guy in accounts is trying to get some particular information
from the team in Nigeria.
I'm able to, like, okay. Yeah.
This particular information this person who's gonna be able to deliver it, and I can probably just pick
up the phone call, the person, like, hey.
My guy, look. There's this thing we need to get. Look. Look. Look.
Can you get can you get your calls as quickly as possible?
Now what I succeeded in doing here is this I was I succeeded in creating a stronger bond between the
team in, where I was working and the team in the previous place that I had worked with simply
because I was able to leverage the relationships.
I was able to bring the experiences.
For example, they are telling me which they're trying to do a couple of things. I'm like, okay.
Based on my experience in terms of doing this, This is what I feel. This is what I think.
So the biggest value that I brought to that team was not necessarily my job description.
The biggest value I brought to that team was actually my ability to network the team with the other
team in the subsidiary, which we are trying to catch up with, my ability to be able to leverage
relationships, which I already had to be able to bring the biggest value in terms of driving the
workforce.
And that's what you need to be able to think about in terms of how you bring value to the team,
whether it's a unique functional team.
So for example, let's say you're a part of a unified functional team. That is your part of a department.
You need to ask yourself, what is the way in which you can bring value outside of your job
description to the people that you work with.
Because why you have to realize that look, and that's probably that's gonna be part of a conversation
that we're going to have tomorrow that look.
the way you provide leadership to your team does not necessarily mean you have to be the head of the
team.
The way you, you know, there are there are there are some people that are recognized as leaders not
because they whole they occupy the post of leadership, but simply in which it would be in the be but
simply because of the way they quit, they've been able to drive the activity and the performance of the
team, and that's the type of person I want you to be.
I want you to be the kind of personality.
Whatever team you find yourself, you are the one who drives whatever the success and the progress
of the team is.
Because effectively, what you are doing is you are creating a stronger brand for yourself within the
team.
if being identified as a go to person, the person who helps things move, the person who helps things
get done.
Look, there's a there's a whole new sense of identity that it gives you not only within the team, but
also within the workspace that you find yourself.
What why? Because look, by being able to do that, what you are doing here is this you are helping to
move the goals and objectives of the team faster.
And when the team gets its goals and objectives achieved faster, you also are able to move faster in
terms of how you have been recognized within the workspace.
The bottom line here is this you need to sit down and actually think along the lines of look, what is the
biggest value that I actually bring to the teams that I am part of?
let me share my screen because that's actually gonna form the, the full load of your assignment for
today.
So day 13, leading teams, So what I what you need to do here is this, you need to identify, 1st and
foremost, what are the unique functional teams that you are part of if there are, depending on where
you are as depending on where you are in the organization that you that you're part of.
And the next thing is you need to identify pros functional teams that you are part of.
I've listed no more than 2 cross functional teams because, generally, the I I doubt if you are gonna be
if you are gonna be part of pros functional team.
for example, if you are, for example, if you are in a functional team, and then, you also have the
opportunity of impact of maybe ad hoc committees or whatever, doubt if you are gonna be ever part
of more than 2.
because if you are part of more than 2, then it begins to eat into even your ability to develop deliver
on your regular everyday job at a particular point in time.
So I wouldn't expect that you would have more than 1 be part of more than 1 cross functional team.
So you need to, number 1, identify your role in that team.
what I mean by rule, this is actually what is defined along the lines of your job function, in terms of
your job description.
Okay. What is your role in the team? But now you don't have to go beyond that.
You don't have to ask yourself, how do you bring value to the team?
And how you bring value to the team is basically how you can leverage your past experience, your
relationship networks to help the team deliver the highest value.
To help the team achieve its goals at a faster and more progressive way.
I mean, that's really, really what the way you put you need to think about this.
So that you have your work cut out for today. This is your task for today.
Today, we started we started our conversation in terms of understanding your leadership leverage.
And the first thing we actually want you to understand here is We want to understand what we want to
understand the current teams that you are part of, whether they are unifunctional or cross functional,
and how you bring your biggest value.
And like I said, the way you bring your biggest value is not driven primarily by your job description.
It's driven by the previous experiences you had the relationships that you are able to network with, for
the good of the team, those are the 2 core things that actually drive your biggest sense of value within
a particular team.
And with that, we've come to the end of today's conversation. It's me, Greg, hanging out with you.
And one thing very, very much important, which I always encourage you to do is try as much as
possible to do the daily task.
The daily task is very, very important because that's what Billy reinforces and deepens the learning
experiences that we're having.

Day 14
So yesterday, we started our conversation on your 5th power leverage, which is your leadership power
leverage.
Now today, we're gonna go a bit deeper.
yesterday, we've established 2 we've established 1 very 2 a couple we've established a couple of
foundations Number 1, there are 2 types of teams you are typically in.
You are either in Unifunctional teams or cross functional teams.
And we've also be beyond identifying that we been able to go into understanding the win, which you
actually bring value to these thing to these teams.
Now today, we're actually gonna look at in terms of how you actually bring leadership to win within
these particular teams.
Now what you have to realize is that within within the context of these teams that you operate within
There are two ways in which you can actually lead by.
1, you can either lead by directive or 2, you can lead by objective.
I know the funny thing is that most of us, we actually obsolete between both, leadership by directive
and leadership by objective.
So what really is leadership direct by directive?
on the leadership by directing, you basically give clear court instructions to people that you expect
them to follow to the latter.
Basically, you are telling them what you want them to do and how you want them to do it.
It's a combination of, what is the objective and how you also want them to achieve the objective And
these relationships that really can only work when you have conflict, when you have control, in terms
of how people can do their work.
this water based car, obviously, means that, look, this leadership style only works very well within a
unique functional team that you are the head of that unique functional team.
which is completely different from leadership. leadership by objective is pretty simple.
The goal you basically do is you basically focus everybody's attentional what needs to be achieved.
And then you let everybody have the autonomy to be able to achieve that.
Now what's the beauty about leadership by objective?
The beauty about leadership by objective is that It gives you the ability to actually, adopt this
philosophy and this approach at any level, whether you are in unifunctional teams or whether you are
in cross functional teams, whether you have control or lee whether you have leadership or not over,
the particular team.
Look, you have the flexibility to be able to lead people the way I always look at leadership of
objectives and look, you are providing a gentle hand to lead people.
A gentle hands to basically direct people to the real purpose of what it is you want them to do.
I mean, let me let me give you a bit of an ex a bit of context.
So there was a time in which within the team I the organization I lee I lead. I actually formed a cross
functional team.
Now within the cross functional team, you have the head of accounts. you had the head of sales.
you had the head of technical.
And then I now had somebody who was in my strategic planning team.
And guess what I who I've made the head of the team?
The person who was in the strategic planning team.
And now the reason why I made the person in the strategic planning team, the head of the team was
because He is the one who has an overview of everything that is being done with him because this
team was actually for was set up primarily to drive a particular project to launch.
And the guy in the strategic team actually has a better overview in terms of what the direction of the
project is, what we are able to achieve.
But in terms of hierarchy, he was actually the most junior out of all of them.
So you can imagine when I appointed him, I actually gave him a bit of coaching, and I sat down with
him.
I said, let me make it this clear to you.
I'm not appointing you to be secretary to the team. I am appointing you to lead the team. Yes.
I understand the fact that everybody in that team is senior to you.
You are the most junior person within that team. Yes. I understand that.
But I also wanted to realize I don't want you to go in there thinking that you're not going to give
leadership provide leadership to everybody.
And I said, look, the way you can provide leadership to people is by leaving them along the lines of
the objectives that have that has been set up for the team.
And so what you need to do is on the constant basis remind everybody in terms of, this is the
objective of the team.
This is the objective which each person is supposed to do.
So at the end of every meeting, clearly state or what are the objectives? I'm sorry.
At the beginning of first, at the beginning of the meeting, clearly state what are the what are the
objectives we want to achieve for this meeting?
And based on that, identify which what each person is supposed to be performing on the role in terms
of the objectives that they are supposed to be achieving.
And based on that, at the end of the meeting, you also give out close to clerk clerk action steps align
very much aligned to your objectives you have set.
And that's the only way which he was able to lead because in this particular situation, there is no way
in which you could give directive.
Now what you also have to realize is that, yes, this example works very, what you're constantly But
even in the uniformity, it actually works perfectly.
And the reason why I said it works perfectly is that, look, if you can give people the autonomy in
terms of how they achieve their goals, they will feel a sense of leadership, a sense of self leadership in
terms of how they're actually driving their objectives, how they're actually working, doing their work
at work.
they will feel a sense of control, self control.
Look, there is nothing that works very well for people than having a sense of self control in terms of
defining your own destiny in terms of defining how you show up at work.
 Once you can provide people with that, and so what you have to build up as a leader or even whether
you are just being part of a member or you have membership of a particular team, what you need to
build up for yourself is you need to build up the ability to think clearly not just think clearly in terms
of what you want to do, to be able to think clearly and be able to understand what is the objective of
the group.
I repeat. You need to be able to think, Leland, in terms of understanding what the objective of the
group is because the object is ready for Unifunctional teams the objective of the tea group is not just
defined in terms of what the job description says for the group.
The objective of the group, sometimes you have to define it on on the on the time window basis.
Make it very clear in terms of the specific targets and specific goals that you want to achieve, you
need to be able to bring it within the time window.
So for example, I remember, the audio timing, which I was leading a team and one of the
responsibilities which you had was that within a fixed window of time, we had to deliver on the
particular set of reports.
The way in which I drove the objective for everybody was like, pretty simple.
instead of on a continuous basis, all of us having to, how is it running through the same gamut of
everything?
What I simply just do was split the number of projects by each person.
So you have this number of sorry. This number of reports you need to deliver within particular
period.
You you have this number of reports you need to deliver within within this particular period. the
tools.
I the tools are clearly there.
And in terms of how you decide you want to mix that match, how you decide you want to move in
terms of delivering the It's entirely up to you.
Now that level of autonomy, that level of flexibility, this is for a stronger buy in.
So really, if you want a stronger sense of buying from the people that you work with, whether it is
people that are above you that you are leading within a cross functional team or people that are below
you, you're leading a unique functional team, you need to give people the autonomy to decide how
they want to achieve their goals, which is one of the reasons why having a clear sense of
understanding leadership by objective is very, very important to you, very, very important to you as a
leader, very much important for you to be able to, have significant buying by the people that you're
working with.
That's the most important thing because If you can get the buying of the people that you're working
with, that you are leading, if you can get their buying to whatever goals and objectives that have been
said, look.
there is a significant boost in productivity that you're going to get.
There's a significant boost in performance that you're going to get.
And for small, a number of people what they feel is they do not want to be tele guided.
They do not want to be over managed. They do not want to be, detailed controls.
And that's what you need to provide to people.
You need to provide people the flexibility, the autonomy that allows them to be able to drive their
own objective the way they want it to be driven very, very simple and collect And so, really, your task
for today, let me bring out the the the workbook.
Let me pull it up. What's your task? Yeah.
So your task for today is pretty pretty simple.
yesterday, we've been able to if you've done your assignment for yesterday, you've been able to
identify what are the various work teams that you belong to, the Uni Functional teams and the cross
functional teams.
Now what you need to do is you need to identify the ones that you need to lead by objectives more
and the ones that you need to lead by directive.
And what you now need to do is you now need to identify what are the goals So for example, like I
said, it is not impossible that you may have leadership by directive goals within certain groups that
you lead or that you're a part of.
It's not impossible. But like I've said, it is very, very much important.
And this is one of the things that really differentiates the now workplace.
The now workplace is driven by its strong sense of autonomy by most of the people that are within
the workplace.
And so for them, want to focus very much on leadership by you need to you need to focus very much
on leadership by objective goals whereby you're able to clearly articulate, look, what are the things
which you want to deliver for the team.
and not only that, you should be able to identify within the context of everybody that is part of that
team.
You need to be able to identify what are the specific goals that each person is able to be able to
deliver.
So, like, the example in which I gave for, the guy the the guy in my strat the strategic team that, that I
told to lead a cross functional team made up of people that were higher than him.
He had to be able to clearly declare define, look, what are the objectives that each person what are the
goals that each person is supposed to achieve?
What are the objectives that each person is supposed to meet?
And each meeting, whether it's at the beginning of the meeting or at the end of the meeting, he's
basically directing the attention of everybody to the goals and objectives that each person is supposed
to be meeting as they align with the overall objective of the team.
Look, this This works powerfully, really. Your ability to be able to do this works powerfully in your
favor.
Because by doing this on a constant basis, what you get is you get people who believe that, look, they
have control of their work destiny.
They have control of the work that they do.
 And what you do is you are basically owning a a piece of real estate within their hearts because when
they feel that, look, this is somebody who gives me the level of autonomy, the level of control that I
actually need to be able to do and direct my work look to be able to do the work in which the way I
want it Look, there's I mean, they just can't boost the multiplication, but I'm I there's a word of caution
here.
Leadership by objective only works well, when you have well empowered and well trained people.
So for example, if it turns out that within the team context of what you are or the team that you are
leading, You seem to consistently be getting people who want you to give lead who want you to give
clerical directive.
They want you to tell you they want you to tell them not only what they should do, but they also want
you to tell them how they should do it.
There are 2 things that may be the problem.
Number 1, it may be that you have hired the wrong people for the wrong for that particular job.
Number 2, it may be that, look, you may have hired the right people for the right for the job, but they
are not well skilled In this case, you're not just focusing on trainings for them.
You need to start identifying what are the trainings that you need to, do to empower them to the level
of to the skill level that is requisite for them to be able to not only know what they I mean, be told
what they need to do, but be left with the autonomy to do it how they want to do it.
Very, very much important. So those are the 2 things you need to consider.
1, if you see that, you may have employed the right I'm sorry. The wrong person for that role.
Number 2, it could be that you have employed the right person, but you are not giving them the right
training for them to be able to define how they want to do their work.
And as a leader, it's your responsibility to actually do that.
And that's one of the things we are gonna be getting into, tomorrow in terms of what really is the
value that you bring, to the to the team has, you know, what what I mean is that your 3 points, I call
you the 3 point task as a leader.
what really is your 3 the 3 core responsibilities that you have as a leader.
And this really actually works very this works very well for whether you are leading your functional
team or cross functional team, what are the 3 point tasks that really, drive and move the needle?
I'm driving your score to the workbook.
You actually find do that, what I'm reaching for tomorrow, the 3 point task.
But tomorrow, we're gonna be talking in detail into that.
And with that, we come to the end of day 14 of the workplace power leverage sessions.
 Day 15
And today, we come to the end of our conversation on your 5th power leverage.
This is your leadership power leverage.
Now if you've been following the transition, today, sort of, like, caps everything up and writes.
Abby puts everything top together in a nice, neat, bold, something that you can easily just work with
and live by every single day that you show up as a leader within the group that you are part of.
So today's conversation is gonna be focusing on the 3 core tasks that a leader has to do every day.
I repeat. Today's going to focus on the 3 core tasks that Anita has to focus on every single day and
what are the 3 core stacks?
Yep. The leader has to shop as a rainmaker.
He has to shop as a path maker, and he has to shop as an image maker. I repeat.
The leader has to show up as a rainmaker, path maker, and an image maker.
And so we're gonna go through what each one of them means. rainmaker.
What does it mean as a leader to show up as a rainmaker?
Well, your job as a rainmaker means that you have to make sure that your team has all the Tuesday
need to succeed.
and the tools. It could be anything.
It could be, your the funding they needs to be able to, do whatever it is they want to the software that
you needed that is critical to the success of your team.
Bottom line, you are basically making sure that they're equipped to find to get the tools that they need
to succeed.
You see one of the things which I tell the people that I lead is one of my core responsibilities as a
leader is to make sure that, look, I remove anything that could stop you from achieving whatever
targets that have been set on your way.
I take it away from you, and that's that's one of the things which you do as a winemaker.
As a winemaker, it's you need to look at it in terms of, look, what are the things that I need to provide
that more or less removes the challenges that these people are going to be having in the course of
delivering their work.
And so like I said, the examples I gave one could be in terms of funding another could be in terms of
software that they that they needs to work with.
Bottom line really is that, look, hey, good morning. Thank you very much, Balali.
bottom line here is that, look, you need to ask yourself what are the tools that your team needs to
succeed.
And that's one of the things you need to ask yourself on a daily basis.
As a rainmaker, that's one of the things which you do.
The next law, which I said you come up here with is you come up as the path maker.
Now what is the role? What do you do as a path maker? The path maker here is this.
You basically show up to give clear direction in terms of what are the opportunities that the team
pursuing.
And if there are new opportunities you need to explore, you are the one that needs to be able to do
that.
The whole ideas and as a path maker is that, look, you need to seek opportunities that increase the
impact of what your team does.
So for example, you should not be content with, this is just primarily what we do in terms of a job
description level that, look, this is how it is that we do as a team, what we do as a team on it.
But one of the things is that, look, your ability to raise the impact of your team within the
organization that you lead has a way of increasing their sense of value to the whole organization.
And when you increase the value to the whole organization, what you're basically what's going to
happen to your team is that it's gonna get significant recognition in terms of promotion, in terms of
salary increases to your team.
So as the path maker, you need to be you need to constantly be looking for opportunities that would
increase the impact of what your team does.
So for example, there may be standard tasks that you do could, have an impact on other departments
or that teams.
You need to find ways of how you can compress how you can compress what it is that you deliver
within that time.
when we get to the next, the other one gets it to, I think it should be on the 7th when we get to the
7th, power leverage.
We're actually gonna and we're actually me talking in terms of how you deliver more value to the
people that you work with.
the people that you serve, how you deliver more value to the And so it's very important when you
think of your role as a pathemaker.
You need to ask yourself a question.
How can your team actually bring more value to the to the teams that the to the people that they work
with, to the teams that they work with, how can they bring more value?
let me give you an example.
There was once upon a time whereby I was leading a team in an asset management firm.
And one of the core things which we needed to do was deliver client reports.
Now before I joined the team, planned to purchase to take anything between 6 weeks to 8 weeks.
Yeah?
6 weeks to 8 weeks. That's that's what it used to do.
But by the time in which I was able to leverage a couple of things in terms of IT and everything.
The the the level of impact that my team made with the other teams that it was working significantly
improved.
Why because we're able to compress that time from 6 to 8 weeks to 2 to 3 weeks. Yeah.
We're we're able to get that level of accuracy and, import.
We're able to get that level of accuracy on the reports, not only accuracy, but even times the speed of
rolling out the reports, we are able to get it out And not only did we do that, the quality of the reports
in terms of the presentation, the look and feel of the reports were actually improved.
It's significantly from what it was when we started.
it was now, let me use the word, a more user friendly, reports to look at.
It was a report that, okay, you could pick it up. You could read it. It was easy to understand.
Okay. This is, what has happened over the period, in terms of the client portfolio, etc, and things like
that.
That's one of the things you need to think of as a path You need to ask yourself, what are the new
opportunities that you can seek out that would increase the impact of what your team does Now the
final thing that you need to constantly be doing as a leader showing up as the image maker.
Now what is the role of the image maker? Simple.
It's to create new partnerships and strengthen the existing ones, which will help your team deliver.
I repeat, as the image maker, you need to seek out new partnership and strengthen the existing ones,
which would help your team deliver better results on the job.
So for example, you need to look Excuse me. You need to look within the organization.
What are the teams that, have significant impact in terms of the success of your team?
you need to strengthen the collaboration between you and that team.
In addition, you also need to begin to look outside the organization.
Are there relationships that leverage that you can leverage that would strengthen, the role in which,
your team is able to per I mean, your team is able to perform your job.
So look at it this way that, look, my team has a task. It is tied to certain deliverables.
Who are the people along the way that can help us to deliver these deliverables?
I need to have a strong bond and a strong relationship with these people.
Now the thing you need to realize here is that, look, the stronger the bond you have with the people
that are outs are outside of your existing team.
So for example, let's imagine you have a strong bond with another department, within the
organization that has significant impact on what you do.
the stronger the bond that you have in terms of the mind space that you occupy with with them, the
easier it is for you to actually make certain level of demand.
from them. So you can actually make demands above and beyond watching normally and other
would have had to make normally.
mean, that's one of the things you have to look at.
 So on an ongoing basis, as a leader, you need to constantly be asking yourself, how can I get more of
the emotional mind share that these relationships provide to my team in terms of the sort of support
that they provide in terms of the win, which my team is able to deliver.
So Once again, let me bring everything together.
There are three roles that you perform as a leader to your team.
1, you are a rainmaker, 2, you are a pathmaker, 3, you are an image maker, and your responsibility
today is pretty, pretty smooth.
Your assignment for today is pretty simple.
What you need to do is this you need to look at all the teams that you are part of, and you need to ask
yourself, how are you able to perform the role of the rainmaker, path maker, and, image maker.
So let me just put up the let me put up the, the assignment for today. k?
So you have that. The work teams that you believe you belong to.
Like I said, we've already gone through this talking about the different types of teams, the
unifunctional team and the most the cross functional team.
what are the main make a task that you have?
What are the image make a task that you have and what are the path make a task that you have?
I mean, basically, so you have to look at it on the basis of look.
How do I I'm trying to get my team to actually succeed.
I'm trying to get my team to actually, have a greater sense of impact within the organization.
And so you need to begin to highlight these particular tasks that you do because the more you'd able
to show up every day.
You know, it's pretty simple. every day, you simply just show up and just ask yourself, how can I be a
rainmaker?
How can I do how can I be an image maker today? How can I be a path maker?
I mean, and to be honest with you, it's not everyday that you get to do that.
I mean, the ideas in which, I show up to the office that I ask my because the more times, I also ask
myself this question.
how can I be a ring? How can I be an image?
How can I be a path to be cut today?
And it's not in every day that I'm able to do that.
It's not every day that it's actually possible that I'm able to fulfill all the 3 tasks.
But the fact that every day I'm constantly thinking about how I'm going to perform this task, how I'm
going to show up as this for the team.
it gives me a sense of remembrance that, look, I need to be finding active ways of doing this on a
constant basis, and that's what I want to bring to because, look, If you can do this on a consistent basis
for your team, what you find out is that, Luke, your team will believe that, look, you as a leader, you
are always there for them.
And when a team believes in the leadership that the leader provides, they are more than willing to go
above and beyond for the team.
and I'm gonna share you something that happened within my team within the last couple of months.
So one of my team leads, putting her resignation.
She said she wanted to go and start up a new business. Look, I could only wish her success.
She had been somebody who had been pretty instrumental to the success of what we had achieved.
So when somebody like that says he wants to step out, you can only support and encourage that
person.
And, so in terms of replacement, we decided that the replacement was going to be someone within
her team.
So I presented that to my head office, my head office, the HR decided to go into negotiations in terms
of, okay, so the structure we're gonna do for you is over, an initial period, you're going to have an
acting period.
And based on your performance during the acting period, we're going to decide whether you are
going to take the roles substantively.
So they made a first proposal to him in time that what it was, they were going to be offering him
during the active period.
Well, it wasn't an offer that he couldn't refuse. So he refused the offer.
So later on, they sat down, then they came up with another offer.
And then at the point of time, I was asking the HR that, hey. Hey.
HR was the update on this.
So then I said, the guy hasn't responded to the second offer that they made.
So I sent him an email.
I was like, hey, I just spoke with the head office HR, and they were like, you haven't responded to the
second offer that they made regarding they're gonna pay you during the acting period.
And then he responded. He said that, honestly, the offer that they make to him doesn't like the second
offer, and it's not an offer that he would like to, take.
But he said he's gonna take you to why?
Because he said he believes in division and the direction he could I have for the team.
In terms of what it is I want to achieve in terms of what it is that I want to bring for the team and
everything.
And so he said, because of that, he was going to accept it honestly, I'm serious.
I was really, really stunned because for me, it was like, look, this guy was willing to take a lower pay
simply because he wanted that opportunity of working directly with me.
He was willing to take a lower piece simply because he believed that, look, there was significant
value that my leadership was going to bring to him as a person and also in terms of how I was going
to bring value to his, ability to deliver results.
 And that's the sign that's the type of transformation and leadership that want you to have within the
teams that you live.
I want you to have that kind of leadership whereby people are able to place a bet on their lives simply
because they believe in what it is that you are doing as a leader.
And I believe very strongly that look, if you can show up as an image maker, a path maker, and, ring
maker for your team every single day, you're going to be you're going to start occupying a significant
part in their hearts in terms of look.
They're willing to go to the mat go to the fire.
They're willing to go to the ring simply because they believe in what you are doing as a leader.
So today, like I said, your assignment is within the teams that you lead you need to identify what are
the tasks that you need to do as a rainmaker, path maker, and an image maker.
And not only should you do that for just now, look at it as something which you need to do on a
consistent basis.
Every single day when you show up at work, ask yourself, what can you do in this particular area?
to help your team move forward because the more you're able to do this, the more the impact you're
going to have in your team.
let me just take a look at the comments. yeah, Yeah. Okay. I'm looking up all the answers.
So I hear that we need to leverage on people skills and elevate it within the team. Yeah. Good. Okay.