Lead the Way
Leadership is intentional influence, setting the example, offering a vision others can strive toward. Leaders provide critical feedback, promoting values toward goal achievement, engaging with others and leveraging other’s strengths. Leaders display vulnerability, trust, accountability and clear communication when dealing with people.
- You’ve taken a command and control approach but giving commands do not get desired results
- No innovation. Your team responds to requests but never bring new ideas or approaches forward
- In meetings you do the majority of the talking. Unless you ask a direct question or schedule someone else to speak everyone stays silent
- When things don’t go as planned, you always have to intervene and make decisions on even relatively simple matters
- Consensus on decisions is easy as the team never challenges your ideas
- Teams mirror and emulate the actions of the leader, by your example, the team will model the behaviors you instill
- You take ownership for set backs, and the team feels comfortable and open to sharing their knowledge and solving problems
- By showing you care about the members of your team, trust enables more candid conversations and engagement
- Leader leads by example, takes accountability and shows he cares about both the organization and the team (100pts)
- Individuals are engaged, participating, actively commenting and providing input (20pts)
- The leader makes every decision for the group (-20pt)
- Individuals don’t feel comfortable sharing ideas or debating the merits of a proposal (-20pts)
- Leader creates a fear and blaming culture within the workplace (-100pts)
✓ Critical ❑ Helpful ❑ Experimental
Based on Loops, not Lines, you will repeat this adoption experiment many times during your leadership journey. At its core, you will do some homework (reading) followed by putting something that resonates with you into practice.
- Pick a book from the list below and read the book in it’s entirety before proceeding.
Proceed to the trial but also, in parallel, begin reading another book from the list, in it’s entirety.
- Once you have read a book completely, pick one thing that was mentioned in the book.
- When you have something in mind, use AnswersFromExperiments and give it a try on a small scale within your organization.
- Begin reading a new book from the reading list
- Monitor the progress and see if you can get benefit from the practice with GatherData. If it doesn’t seem to be getting a desired result, what can you adjust in your intentional experiment that might help?
- Return to the Trial section in the Adoption Experiment and begin a new loop starting with instruction number 1.
What Does it Look like?
Leaders are engaged, connected with the team, and to understand the people who’s efforts they lead. It requires you to be out front, leading the way. This means:
- You constantly model behaviors you want from your team
- You provide clear expectations for success
- You define what “done” looks like
- You actively participate in problemsolving and helping teams succeed when needed (not a license to micro manage!)
- You take responsibility when you realize you weren’t clear on expectations or a team delivers something that didn’t meet expectations. Then immediately engage with the team to look for ways to improve future performance
- You see your team engaged, and providing valuable insights into the process and outcomes you work toward
In his published research Albert Banduras’s observations support the hypothesis that we model the behavior of others. Based upon his research, we can safely deduce our teams will mirror or mimic our behavior. If we arrive late and leave early, team members will follow that lead. If we don’t seem to care about certain things, team members will likely not worry about that issue either. We must model the behaviors we want teams to do, we will likely be more pleased with the outcome.
There are some critical behaviors to avoid at all costs. Part of leading the way is certainly leading from the front. We can’t avoid setting expectations and then become highly critical of the outcome. That behavior is more resembles critics with no skin in the game and must be avoided as it is a serious failure on the part of a leader. Some examples of this are:
- Not providing direction but being quick to offer criticism on work where you didn’t set expectations.
- With little to no involvement in the planning, expectation setting or execution of a project, taking credit for the work of your team
- Passing the blame to others when something doesn’t go as planned
- Treating people like resources rather than, well, people
These behaviors undermine your credibility and any future ability to intentionally influence. People tend to retreat when attacked and ‘put up walls and armor’ to defend themselves from the attack. It shuts down their ability to work at their best, to innovate, to solve difficult problems and has them focused on their own self protection. Avoid this place at all costs.
Leading requires courage. Courage to:
- Set good expectations
- Model the behavior yourself you expect from the team
- Spend the required time to create a vision or picture of long term success
- Show team members how their work makes a difference toward that goal
- Engage in tough or difficult areas and decisions (with respect for all involved) regardless of the fear/potential for conflict associated with the situation
- Reward the accomplishments of your team and individual accomplishments
- Take ownership of setbacks and failures and leading your team out of those situations
Your influence and ability to succeed is greatly enhanced when you take the time to get to know your team, let them know they are important to you and your organization, and that their needs and interests are considered and important. When you take the time to engage and care about your team members, trust starts to form. From this place, team members know you care about their interests and needs. You can engage in meaningful conversations, address difficult conversations and work to improve capabilities with little fear of your attempts being mistaken as cynical or disrespectful.
- People on your team lack motivation
- You are the only person talking in meetings
- Team members never seem to offer product, service or improvement ideas
How To Fail Spectacularly
- Ignore this practice
- Blame people around you when things don’t go as planned
- Spend your time telling people what to do
- Fail to read any of the books listed in the adoption experiment
- Foster the idea and believe that you don’t need to worry about how you engage your team as you are the appointed leader and what they think doesn’t matter, only what you say
- Treat people as resources and ignore their need to belong, to have purpose or to accomplish something meaningful
←Prev (Visualize Progress)(Due Diligence) Next→