Transforming a Work Group Into a Team 222 Many supervisors have no qualms about stating: "I like being a boss." There's status and prestige in being in charge. There's power in giving orders and having the authority to make decisions, to praise or discipline employees, and to even be able to fire them. When supervisors become team leaders, much of this changes. Heads Up! The leader's job is to lead. The role of the leader in participative management is to guide, coach, counsel, and ensure that the goals of the team are accomplished. It's not easy to give up these "rights." Yet team leaders must be persuaded to accept the change if they wish to succeed in their new role. From Boss to Leader Bossy behavior is not limited to men and women who have supervised traditional work groups in the past and find it difficult to change their leadership style. It is also found among many newly appointed team leaders, who have picked up their dogmatic management style from the bosses they worked for in the past. When the team leader bosses rather than leads, all of the benefits that should accrue from using teams are diluted or disappear completely. If members are treated as subordinates, they will act as subordinates; if the leader uses the team-building techniques that are discussed throughout this book, they will meld into a real team. Here is a simple comparison between the style of a boss and a leader: The "Boss" Drives the team Instills fear Says "Do" Makes work drudgery Relies upon authority Says "I" The Leader Guides the team Inspires confidence Says "Let's do" Makes work interesting Relies upon cooperation Says "We" Micromanaging the Team Lisa was one of those bosses who didn't trust anybody in her department to do things right. She spelled out every step of the way the work had to be done. She looked over the shoulders of her subordinates to make sure they did the work her way. She checked and rechecked every assign- ment. Nobody liked working for Lisa. When the organization moved into team management, Lisa was oriented on the new approaches required to succeed as a team leader. She nodded agreement to everything--and then began to manage her new team exactly as she had her former work group. Naturally, the team never got off the ground. When her boss spoke to her about this, she responded, "If I'm responsible for the output of this team, I have to make sure it's right."