The Michigan Model of Leadership (MMoL) explains how people can lead positive change in their lives, teams, organisations, and society; how they can make a positive difference in the world.
The leader of a team accounts for 31% of whether that team performs well or not.
Leaders improve team performance by creating and communicating a vision that provides that team a sense of shared direction and meaning; structuring the team, roles, responsibilities, defining the intersections and points of interdependence; being able to show consideration for individual team members.
When developing your vision, you must answer some questions:
- WHY DO WE EXIST, WHY DO WE DO WHAT WE DO AS A TEAM?
- WHAT DOES SUCCESS LOOK LIKE?
- HOW MUST WE ACT TO ENSURE SUCCESS?
When communicating your vision, you should think very carefully about the language that you’re going to use:
- Refer to a set of fundamental values;
- Use stories, anecdotes, metaphors or analogies as communication vehicles to transfer the meaning of those values;
- Use rhetorical questions;
- Start your speech listing 3 things;
- Go through and tell those three things at length;
- Conclude repeating that three-part list;
- The more you can use inclusive language, the more your audience will feel part of the vision that you ultimately are trying to create;
- Explain why you do what you do and why does it matter.
- Repeat, repeat, repeat.
When communicating your vision, it is important to remember that 60% of the socio-emotional meaning of a message is conveyed via non-verbals clues.
Body postures are not only having an effect on the people
you’re trying to communicate with, they’re having a profound impact on you.
They’re reducing your stress.
While at the same time increasing your energy levels,
which actually enables you to communicate more effectively to your audience.
A closed body posture for just 60 seconds increases your stress hormones, an open body posture for the same 60 seconds increases your energy hormones.
Notes from: Leading People and Teams Specialization