February 6, 2004
A Battle in the Workplace |
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There
is an interesting battle that is occurring in many work environments.
It is the battle between leadership and results. Now, some of you
might be wondering what I could possibly be referring to, so allow
me to explain.
Too
often when we talk with people about leadership development, they
tell us they just don't have time to devote to their progress. They
are simply too busy trying to make the numbers. Perhaps if they
are in good shape toward the end of the month, they may find some
time to think about the future or provide some development coaching
for the people. But realistically, there is always at least one
item on the scorecard that needs additional attention. Translation:
"I can't worry about this leadership stuff until I have hit
my targets."
Overwhelmingly
these people do believe that providing more leadership can positively
impact results. They will remark how they "should" spend
more time with their people or "should" provide more recognition,
etc. Because they don't follow through on the shoulds, they must
believe that focusing solely on results is the more effective path
to success. Or might there be another reason?
First
we must all recognize that people like this are not heartless dictators.
In fact, we have found that frequently they are genuinely well-intentioned
people who feel caught in a quagmire. They are expected to deliver
specific (and extremely challenging) financial results, which are
very clear and very measurable. Therefore, most if not all of the
interactions they have with their bosses (and others up the line)
are focused on ensuring that the results will be delivered. And
those results rarely, if ever, measure outcomes of leadership. If
discussed at all, the subject of leadership is usually mentioned
in passing, and the message is often one of the boss reminding the
individual that good leadership, succession planning, developing
people and the like, is essential to the job and to one's own career
development.
Doesn't
seem like a very effective way to help people strengthen their leadership
abilities does it? It also imprints a very clear message about appropriate
organizational behavior-that being, examining numbers is the only
subject of importance when bosses and associates meet. Pretty soon,
at all levels of the organization, conversations about any kind
of development, including leadership, are shelved until the ceremonial
annual review. Don't be one of those bosses who talks only numbers
with associates. They deserve more from you.
Although
many in management positions truly want to become better at leading,
they realize they cannot just flip a switch (i.e. read a book or
attend a workshop) and suddenly become a great leader. They are
100% correct about that. Becoming a better leader requires hard
work and an investment of time. Most are extremely willing to do
the hard work, they just long for the time to follow through. And
that is the dilemma. In their minds, the time required to work on
improving their leadership capabilities can only come from the time
now allocated to producing results. That thinking is not surprising,
since in most situations, the emphasis on results is screamed, while
the importance of leadership is quietly whispered. Thus the battle
lines are drawn.
Here
are a couple of points to ponder that might help you breakthrough
this frustrating cycle if you are one caught up in it. First, you
must come to believe that results and leadership are not pitted
against each other as "either one or the other." You need
to start thinking about them in terms of "and." What must
I do to ensure we make our numbers and provide the kind
of leadership that allows my people to grow and produce even greater
results down the road? How can I keep financial results in the forefront
and still let people know that they are important as well?
No one ever said it would be easy!
If,
as a leader, you are trying to create an environment where people
can achieve higher and higher levels of production, the idea of
waiting until the last day of the month (or year) to recognize their
efforts is absolutely absurd. So is waiting until annual performance
review time to provide people with coaching feedback to help them
do their jobs better. You have to do this along the way, when
people need it most . Emotionally committed people find ways
to produce better results. You have to ante up every day, to help
people become and remain deeply committed to the objectives you
face.
The
second notion is this. You must come to believe that you can (and
must) provide the kind of leadership your people need to do their
best. "I should take more time to thank my people" and
"I feel terribly uncomfortable patting people on the back"
are two entirely different statements. Might the lack of time argument
be used to mask a lack of comfort or confidence in ability?
There
is no way you can be a leader and not screw up occasionally. At
some time in your career you will likely give someone too much responsibility
before he or she is ready, or embarrass yourself by supporting an
innovative idea that doesn't pan out. Welcome to the club! You are
going to make mistakes and at times even look foolish to others.
But that is not a good enough reason to lay low and avoid your responsibility
of leadership. Wine may get better with age, but leadership gets
better with practice. And getting better requires daily effort,
whether comfortable or not.
So
stop wishing for more time to lead and start doing more of what
you already know you should be doing. Stop attending one meeting
a month that you know is a waste of time and use the time to coach
individuals or to get your team together to brainstorm breakthrough
ideas. Create some standards around email, so you are not copied
on (and feel obligated to read) the growing number of FYI (or is
that CYA) messages. Use this time to build stronger relationships
with your people. Use it to develop them so they can deliver bigger
results.
My
guess is this. If you were told you would receive an enormous bonus
if you could carve out a reasonable amount of time each week to
be a better leader for your people, you would find the time. Don't
wait for the bonus. Do it anyway. And you will soon discover that
taking time to lead and producing good results are not battlefield
enemies at all.
Reflection
Questions:
- What
aspects of leadership do your people most need you to provide
to them more frequently?
-
On
which
one(s) will you commit to follow through during the next month?
Copyright 2003, International Leadership
Associates
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