To manage the performance of such specialists the team leader has to adopt a delicate balance between the hands-on and the hands-off approach. The hands-on approach takes an active interest on a very regular basis in the members’ work. The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit. It hinges on their self-motivation. When the leader goes too far with the hands-on approach, he is seen as an anxious and interfering type. If he goes too far hands-off, he is seen as abdicating his responsibility or not being interested.

Leading a group of people in a team involves so many variables including each team member’s personality, expectations, experience and ambitions. Putting a group of people together can produce all kinds of outcomes – sometimes negative...The role of a team leader or manager is to minimize any potential negative outcomes while maximizing the positive potential of the team.

Many leaders are in the first instance executives whose primary duty is to direct some enterprise or one of its departments or sub-units...
It remains true that in every leadership situation the leader has to possess enough grasp of the ways and means, the technology and processes by means of which the purposes are being realized, to give wise guidance to the directive effort as a whole...
In general the principle underlying success at the coordinative task has been found to be that every special and different point of view in the group affected by the major executive decisions should be fully represented by its own exponents when decisions are being reached. These special points of view are inevitably created by the differing outlooks which different jobs or functions inevitably foster. The more the leader can know at first hand about the technique employed by all his group, the wiser will be his grasp of all his problems...
But more and more the key to leadership lies in other directions. It lies in ability to make a team out of a group of individual workers, to foster a team spirit, to bring their efforts together into a unified total result, to make them see the significance of the particular task each one is doing in relation to the whole.

As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take that step themselves. In fact, it probably wouldn't be advisable for them to do so because there is a good chance that their vulnerability would be neither encouraged nor rewarded.

So as a leader it is critical to balance the strict discipline of standard procedures with the freedom to adapt, adjust, and manoeuvre to do what is best to support the overarching commander's intent and achieve victory. For leaders, in combat, business, and life, be disciplined, but not rigid.

It can be easy to focus on How, especially for high achievers who want to control what they can control, which is themselves. It takes vulnerability and trust to expand your efforts and build a winning team. It takes wisdom to recognize that 1) other people are more than capable enough to handle much of the Hows, and 2) that your efforts and contribution (your “Hows”) should be focused exclusively where your greatest passion and impact are. Your attention and energy should not be spread thin, but purposefully directed where you can experience extreme flow and creativity.

Team Number One The only way for a leader to establish this collective mentality on a team is by ensuring that all members place a higher priority on the team they're a member of than the team they lead in their departments. A good way to go about this is simply to ask them which team is their first priority. I've found that many well-intentioned executives will admit that in spite of their commitment to the team that they're a member of, the team they lead is their first priority. They'll point out that they hired their direct reports, they sit near them and spend more time with them every day, and they enjoy being the leader of that team. Moreover, they feel a sense of loyalty to the people they manage, and feel that those people want and need their protection. This is absolutely natural, common, and understandable. And dangerous.

With such variation in individuals on the team, the challenge for any leader was to raise the level of every member of the team so that they could perform at their absolute best. In order to do that, a leader must make it his or her personal mission to train, coach, and mentor members of the team so they perform to the highest standards — or at least the minimum standard. But there is a dichotomy in that goal: while a leader must do everything possible to help develop and improve the performance of individuals on the team, a leader must also understand when someone does not have what it takes to get the job done. When all avenues to help an individual get better are exhausted without success, then it is the leader’s responsibility to fire that individual so he or she does not negatively impact the team.

Instead of focusing on one individual, leaders must remember that there is a team — and that the performance of the team trumps the performance of a single individual. Instead of continuing to invest in one subpar performer, once a concerted effort has been made to coach and train that individual to no avail, the leader must remove the individual.

But without a team — a group of individuals working to accomplish a mission — there can be no leadership. The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

Tu trabajo como equipo de liderazgo es establecer el enfoque medular de tu organización y no permitir que nada te distraiga de eso.

The shortsighted or insecure team leader may feel that the best way to please management is to promise them whatever they ask. But, ultimately, what the management wants is kept promises, and these can only be obtained if the team leader can win team acceptance of the promises as their goals. What the team leader must learn is that Managers — no matter how hard they press for promises — really want results. Results will be far more easily obtained if they are obtained in the pursuit of goals set with full team participation.

I've been learning a great deal about interdependence. I've been learning about how to trust your team.... After coming back from a three-month sabbatical... I felt it was really important for my leadership and for my team to also practice stepping back as well as also sometimes stepping in. And what I learned in this process was that we need to acknowledge that different people contribute different strengths, and that in order for our entire team to flourish, we have to allow them to share and allow them to shine.... I saw our team rise up in my absence. They were able to launch new programs, fundraise. And when I came back, I had to give them a lot of gratitude and praise because they showed me that they truly had my back and that they truly had their own backs.... In this process of my sabbatical, I was really reminded of this Southern African philosophy of Ubuntu. I am because you are; you are because I am. And I realized that my own leadership, and the contributions that I'm able to make, is in large part due to the contributions that they make, right? And I have to acknowledge that, and I have to see that, and so my new mantra is, "Keep calm and trust the team." And also, "Keep calm and thank the team."