At the head of the group, Giampiero Ventura : experienced coach, former Torino coach who had amazed in previous years for having brought a mid-ranking Serie A team to the final stages of Europe League.
Taking him, however, had no effect on the blue team: under his control, the team did not find grit and drive, and the confidence vanished.
In the chaos of defeat, the leader’s crown worn by Ventura slides quickly and is worn, in turn, by a small group of senators within the team, led by Leonardo Bonucci : a defender prominent, known for its biting and incisive character.
He’s the one who plays the popular leader. The team relies on him to regain clarity. It is he who is elected, by the team, as a point of reference. It doesn’t matter how it ended: what matters is that the group, in a moment of a stormy sea, clung to the hand of their real guru.
Here is an example of informal leadership : the phenomenon according to which a title does not always correspond to a concrete role. A formal leader, imposed from the outside, may not be recognized as such by the group which, instead, elects another, therefore, in an informal way.
The advantages of the informal leader? Deserve the full support of the team, enjoy the trust of all members and have the mandate to
Key features to be valued, effective and to convince resources to embrace their ideas, obtaining great support along the growth path.
Here’s how to become authoritative and influential within the group.
3 tips for becoming an informal leader
Informal leadership comes from the bottom: it is the group that identifies the most influential personality, often choosing it among the peers.
To deserve this recognition, work on:
1. Network
Well-managed relationships generate esteem and reputation. To get more consensus and make sure the group supports your ideas and approves the projects you propose, commit to building strong and authentic relationships. No circumstantial gossip, however: in order not to appear opportunistic and cynical, open up, show empathy and move the conversation to a personal level as well as a professional one. Finding points in common with the interlocutor – a passion, the age of the children, a holiday location – can transform a working relationship into a more enjoyable one.
2. Expertise
Taking on the role of the formal leader, imposed from the outside, does not mean that you really deserve it. It often happens that the team does not recognize in the boss the right professional skills to sit in the chair and become a safe guide for the group. Faced with a poorly skilled boss, resources lose respect and trust, disintegrating. A good informal leader, on the other hand, has a better chance of being elected by popular acclaim if he demonstrates the ability to stand out in specific areas. Specialize in interesting areas of activity and become the “guru” of a well-defined topic. The budget guru, the big data expert, a public speaking phenomenon, an ace in negotiation. Your colleagues will recognize your special talent and will turn to you for advice and support.
3. Listening
The informal leader is the one who deserves the attention of the group. Where to start? First paying attention to the team: to bring resources on board – and get you to approve a budget, endorse a project or issue a positive evaluation – dedicate time and listening one-to-one to each resource. Make time to spend with individuals, to make them feel important and valued. In doing so, also check your body language: position yourself perfectly in front of the interlocutor, stay still, no phone in hand, eye to eye and listen. Forget the rush and deadlines and immerse yourself in the moment: your colleagues will finally feel heard and will recognize you as a reference figure with whom to have a sincere and mature comparison. Just like a leader.
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