Sharpening Your Tool for Team Effectiveness

In organisational development, we often meet leaders eager to “fix” their teams. With good intentions to boost morale, productivity, or cohesion and turn quickly to interventions that address these areas directly. But sometime the solution isn’t that apparent, a less obvious yet necessary truth: to lead others effectively, leaders need to look inward and address their own development first. 

One concept I was introduced to when I joined WorldsView Academy is “Self as an instrument.” This idea speaks to the essence of leadership: just as a painter has a brush, a musician has a musical instrument, and a chef has their knives, a leader’s most powerful tool is themselves—their mindset, beliefs, and communication style etc. This tool needs refining. The effectiveness of a leader relies on their ability to wield this tool thoughtfully, intentionally, and with purpose. I’ve come to appreciate self-mastery on a deeper level through this concept. Yes, you can work on yourself for your own sake, but it takes on another level of significance when you focus on sharpening your tool with impact in mind. The purpose of this tool—yourself—is to build and create positive outcomes. After all, nobody wakes up intending to be the epitome of the saying, “employees don’t leave jobs; they leave bad managers.” At least, I’d like to believe that. 

The Trap of “Fixing” the Team 

Many leaders fall into the trap of “fixing” the team without looking at themselves. They might assume that any dysfunction lies solely with team members. This mindset often leads to quick external solutions—team-building exercises, new processes, stricter performance metrics. But these efforts often miss the mark. When the root issue involves the leader’s own behaviour or communication style, the same problems tend to resurface, frustrating everyone involved. 

Imagine a leader who’s quick to criticise mistakes in pursuit of higher standards. Without realising it, they might be creating a cycle of defensiveness and low morale. When the leader shifts their perspective and becomes aware of their impact, they start balancing constructive feedback with appreciation and open dialogue. This kind of self-awareness can transform team dynamics in ways that no external “fix” could achieve. 

The Ripple Effect of Self-Awareness 

Leaders who engage in self-reflection and inner work foster a positive, lasting impact. Self-aware leaders can remain calm under pressure, approach conflict with empathy, and create psychological safety, encouraging team members to contribute fully. 

In my experience, the most effective leaders are those who understand the impact of their own mindsets on their teams. They recognise that just as a soldier sharpens their weapon, leaders need to continuously work on themselves. When they do, they empower their teams to reach new levels of collaboration and trust. 

The path of self-work isn’t about perfection but about growth. Leaders who invest in their own development aren’t just improving themselves; they’re building an environment where team members feel valued, motivated, and open to learning from both successes and mistakes. When leaders see themselves as instruments of change, the results are deeper, more sustainable, and create a powerful foundation for team effectiveness. 

In the end, the journey inward is the key to leading others well. It might be challenging, but it’s a path worth taking—for both personal and team success. So, what about you? How well do you understand your own impact on those around you, and where might your personal journey take you next? 

If you’re wondering what’s holding your organisation back, we’re here to help. Is it strategy, leadership development, or team dynamics? Talk to us—we’ll work it out with you.