Is Leadership such a Mystery?
There’s a great deal of mystery surrounding leadership and plenty of books devoted to it. I’m never really clear why since, in my experience, good leaders naturally do the following:
1. Create vision, direction and strategy
Work with the top team to create a simple vision for the future (3-5 years). Amplify that vision in terms what it will look like, then develop a simple strategy on how to get from here to there. There’s quite a lot to it but a leader will use the knowledge of the team and others to build a simple but easily understood and relevant strategy. Don’t do it alone!
2. Convert the strategy into goals.
Set your own goals and share them with the team. Then, working with and through the team, get each member to define aligned short term (1 year) and longer term (3 – 5 year) goals for his or her team. Make sure that, if achieved, those goals will help ensure strategy fulfilment. Make the goals challenging. Tell them it’s better to try for a challenging target and not quite succeed than not to try at all.
3. Monitor Performance.
With the team, set up measures and performance indicators that would demonstrate if progress towards the goals is on track. Review performance periodically with the responsible team member to discuss progress and course correct where necessary. Get the team member to feed back also to you on your management style and leadership. Encourage honesty.
4. Get to know the team personally.
Meet often and chat, not always about work but also about personal issues. Open up a little and share some elements of personal life. Hold team events away from work, maybe tie it in with an away strategy session or just to celebrate success or a special occasion. Hold functions where each team member’s spouse or partner is invited and welcomed.
5. Walk the workplace.
Regular visits to work locations, offices, factories and to meet customers are essential. Walk the floor and talk to people, listening for hints and clues about their issues and concerns. Give guidance where necessary. Tell people how the company is doing – what’s good, what’s not so good and what’s being done about it. Give high level overviews to make people feel that they’re an important part of the business.
6. Eliminate blockages.
Remember no-one wants to do a bad job. If their work is sub-standard, there’s always a reason. Find out what it is and remove the blockage. It’s often lack of information, tools or equipment or unclear priorities – so, fix it. If it’s lack of knowledge or skill, provide training. If it’s lack of funds, help them find ways to manage their budget. Where it’s a fundamental lack of competence, then move the person to a more suitable position. Try all this before you consider dismissal!
Above all, stay cheerful and bright, but be challenging and probing. But don’t tolerate deception, covering up or duplicity. Ask questions – you don’t have to know all the answers!
Is Leadership such a Mystery?
There’s a great deal of mystery surrounding leadership and plenty of books devoted to it. I’m never really clear why since, in my experience, good leaders naturally do the following:
1. Create vision, direction and strategy
Work with the top team to create a simple vision for the future (3-5 years). Amplify that vision in terms what it will look like, then develop a simple strategy on how to get from here to there. There’s quite a lot to it but a leader will use the knowledge of the team and others to build a simple but easily understood and relevant strategy. Don’t do it alone!
2. Convert the strategy into goals.
Set your own goals and share them with the team. Then, working with and through the team, get each member to define aligned short term (1 year) and longer term (3 – 5 year) goals for his or her team. Make sure that, if achieved, those goals will help ensure strategy fulfilment. Make the goals challenging. Tell them it’s better to try for a challenging target and not quite succeed than not to try at all.
3. Monitor Performance.
With the team, set up measures and performance indicators that would demonstrate if progress towards the goals is on track. Review performance periodically with the responsible team member to discuss progress and course correct where necessary. Get the team member to feed back also to you on your management style and leadership. Encourage honesty.
4. Get to know the team personally.
Meet often and chat, not always about work but also about personal issues. Open up a little and share some elements of personal life. Hold team events away from work, maybe tie it in with an away strategy session or just to celebrate success or a special occasion. Hold functions where each team member’s spouse or partner is invited and welcomed.
5. Walk the workplace.
Regular visits to work locations, offices, factories and to meet customers are essential. Walk the floor and talk to people, listening for hints and clues about their issues and concerns. Give guidance where necessary. Tell people how the company is doing – what’s good, what’s not so good and what’s being done about it. Give high level overviews to make people feel that they’re an important part of the business.
6. Eliminate blockages.
Remember no-one wants to do a bad job. If their work is sub-standard, there’s always a reason. Find out what it is and remove the blockage. It’s often lack of information, tools or equipment or unclear priorities – so, fix it. If it’s lack of knowledge or skill, provide training. If it’s lack of funds, help them find ways to manage their budget. Where it’s a fundamental lack of competence, then move the person to a more suitable position. Try all this before you consider dismissal!
Above all, stay cheerful and bright, but be challenging and probing. But don’t tolerate deception, covering up or duplicity. Ask questions – you don’t have to know all the answers!
