Reflections On Exceptional Team Leaders

We are what we repeatedly do. Excellence, then, is not an act, but a habit.

—Aristotle, 384–322 BCE

At the heart of every relationship – personal or professional, intimate or casual – are expectations. Aristotle’s observation about human behavior and motivation speaks to the essence of leadership. As a leader, it is our habits that determine the expectations we create and the experience that we deliver. Those behaviors, whether conscious or unconscious, place us and our teams on a path towards excellence or meandering towards mediocrity.

Experience versus Expectation

The Architecture of Highly-Effective Teams: Exceptional Team Leaders and Key Relationships

At the heart of any relationship – whether personal or professional, intimate or casual – are expectations. Expectations form the baseline of how we judge and respond to our experiences. It is our experiences versus those expectations that affect the direction of our key relationships. Are we energized and engaged, or disengaged? Is our relationship developing or deteriorating? The more important the relationship, the more powerful the experience versus expectation dynamic. Think about an expectation that your spouse, partner, or boss has of you. Now consider what happens when the experience you deliver falls short of that expectation. Gaps between what we expect and what we experience, particularly across key relationships, affect our energy, motivation, and engagement. In the context of work, those key relationships are with our team leader/manager, teammates, and co-workers across other teams (especially those we rely upon to achieve our goals). Measuring, understanding, and closing experience-expectation gaps across key relationships is essential to building and sustaining energized, highly-effective teams.

The One Habit

Whether through instinct, or good training and coaching, exceptional team leaders have developed the habit of understanding and consistently closing experience-expectation gaps across key relationships. This habit sits at the core of a team architecture that includes a working knowledge and application of individual and team motivation, along with solid team fundamentals. Exceptional team leaders understand that the heart of a team is made up of relationships. The health of those relationships, more than any other dynamic, determines the level of engagement and effectiveness of their team. Reflecting upon Aristotle’s wisdom, those team leaders demonstrate the discipline and perseverance to ensure that excellence becomes a habit.

Dr. Jeb S. Hurley
Dr. Jeb S. Hurley
Dr. Hurley, the co-founder of Xmetryx, has deep expertise in team science and team leader development, and his passion is inspiring leaders to craft extraordinary teams. Jeb’s career journey began on new product innovation teams in Europe and Asia. This led to GM / VP and CEO roles at companies ranging from Fortune 500 to VC backed startups, as well as co-founding 3 software companies. After nearly 30 years in VP, GM, and CEO roles, Dr. Hurley spent five years walking in the shoes of today's team leaders while earning his doctorate in leadership. He experienced what was and wasn't working on the front lines and combined his research with insights from the best minds in the field of team science. His TRM workshop is based upon his groundbreaking research into human motivation, employee engagement, and team performance. Jeb regularly speaks and writes about team leadership and improving employee wellbeing and is the author of Team Relationship Management: The Art of Crafting Extraordinary Teams, as well as The ONE Habit: The Ultimate Guide to Increasing Engagement & Building Highly-Effective Teams. Jeb has published over 50 articles on team leadership and is a Columnist and Featured Contributor for BIZCATALYST 360°. See Jeb's full bio, and connect with him, on LinkedIn.




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