What I’ve learnt about Leadership from Diving in at the Deep End

In six months I’ve gone from being a solo insurance broker to employing a team of six. As a broker I am accustomed to working alone, taking actions quickly and decisively and being responsible for myself.

The quick transition to team leader and mentor has been challenging. But I can see the bigger picture and recognise that as my team grows and they develop their own successful careers they will make valuable contributions to my company.

I know that if my team is to be successful I need to lead well. This requires recognising individual strengths and empowering each team member to be the best they can be.

But leading people can be tricky even at the best of times.

I am figuring it out as I go – but here is what I’ve learnt about leadership so far:

Patience is crucial

To be honest, I have very little patience or tolerance for things that aren’t of interest to me.  I also find it tedious to explain the same thing over and over again. When I took on 6 new recruits I had to go back to basics. I wasn’t prepared for that many questions that needed answering that many times.

I have learnt that patience is not something we have but rather something we consciously do and the more we practise patience the better we get at it.

Delegating increases output

Over the last 15 years I’ve advanced phenomenally in my career. I know that there aren’t many people out there selling insurance the way I sell it and providing the same level of service. I’m also fortunate to love what I do – I’m not prepared to give that up.

If I want to continue to be successful I need prioritise my leadership responsibilities. Assigning the right tasks to the right people allows me to lead without micromanaging. I have recently assigned a general manager to be the team’s first point of call to deal with day-to-day queries and admin issues. This frees up my time to help  the guys move towards their goals as well as continuing to provide great service to my own clients.

An environment that motivates

At the end of the day I want my staff to love what they do in an environment they love being in.  Creating a working space that’s fun and encourages hard work and healthy competition can only increase productivity. The attitude I bring to work goes a long way to creating this kind of culture. Just as they know that I have their backs – as a team they need to look out for each other.

The buck stops with me

It’s easy to play the blame game and get frustrated when employees don’t listen or under perform – but in reality it all comes down to me. I need to look at myself.  Where can I improve as a leader?  What have I missed? And what is the solution to the issue at hand?

A no excuses culture

I don’t believe that an excuse is ever warranted. I would not be where I am today if I had handicapped myself with excuses.

The cornerstone of effective leadership

To get respect I need to show it.  Respect is something that’s earned through consistent hard work, honesty, transparency and a real desire to help others.

Leading from the front

By continuing to do what I love I hope to shape my staff’s professional careers in insurance to be as rewarding and successful as mine.

Michael Broadbent (www.Broadbent.co.nz)