One of the things academics and `business gurus` people
seems to forget from the loftiness of their academic or consulting perches when
musing on leadership is that if someone is engaged in building just about any
company or organisation is that they are likely to be very busy indeed.
Actually not just very busy, but totally-life-consuming-frantic.
Leading a modern, entrepreneurial organisation is like trying to drink from a
fire hydrant – absorbing and prioritising massive flows of information and a million and
one conflicting demands daily in an effort to keep an outfit afloat, moving in
the right direction and, even, ahead of the game.
People are much more
than numbers on spread sheets
But in this hurly-burly aside from poring over the hard
stuff of business administration – the facts, figures, targets and deadlines, the
best leaders don’t forget the soft stuff that helps their team advance and
perform to the best of their ability. No
matter how complex a business each member of the team is likely to be a lot
more complicated and misjudged remarks or carelessly expressed thoughts can quickly
undo success based on years of grind and sleepless nights.
People are much more than numbers on spread sheets and
increasingly form a large part of the value of any organisation and, because of
this, being able to read and react to the reality others' feelings is
increasingly important for leaders to build and maintain successful firms.
So how might you ensure that you’re getting the best out of
your team day-in, day out? What do you
need to have top of mind at all times?
For me it all starts with the realisation that people like
to feel valued. They need to know that their
skills, knowledge and contribution matter. And that means everyone in the firm,
not just your closest working associates. All deserve attention, no matter how
fleeting the acknowledgement of their efforts, because in a successful company
everyone knows that they are part of the team.
The power of your own
demeanour
That means you need to be constantly aware of the impact of
your often unconscious actions can have. You should never underestimate to the
power of your own demeanour to influence not just the atmosphere on a
day-to-day basis but culture in the longer term. People will judge you from the moment they
walk in the door and will take their cue from your attitude and behaviour, for
good or bad.
So, no matter how irritated you are, door slamming, cutting
comments, heavy sarcasm, barbed criticism, faint praise or pointedly ignoring
people or a myriad other forms of passive aggression will only come back and
bite you. You can be sure of looking forward
to poor productivity, disappearing good will and corrosive resentment.
In particular, treat people with care and respect,
particularly when they occasionally fail and are at their most vulnerable. They may not remember what you said to them at
the time but they will certainly recall how you made them feel years later.
But also remember they are not you. As the driver of the
organisation you need to manage your own exasperation. Just because you
may be the alpha leader an immediate response or solution to a question or
requirement is not always possible or desirable. In an attempt to salve your impatience your
people should not be panicked into supplying sub-standard responses, because
nobody wins.
If you think things aren’t progressing as fast as they
should, agree a plan that both parties honestly buy into. It's ok to stay in
touch while waiting for things to progress, but avoid pestering or getting in
the way. No one likes a `seagull manager`*.
Keep a sense of
proportion
Remember, as well, to keep a sense of proportion. It’s unlikely that anything you are doing is
the equivalent in importance as `the cure for cancer` unless, of course, you happen
to be managing an oncology lab or making genomic breakthroughs. So, show a sense of humour, even if it’s pitch
black.
You can’t beat having a laugh to relive tension and things
can feel a whole lot less daunting for the team if they see you can
see the funny side of the situation as so much of life in the business fast
lane verges on the ridiculous. Of
course, laughter is not a substitute for focussed hard work - it just makes
doing it more fun.
Dealing with uncomfortable situations by retreating into disingenuous
weasel-worded civility or face-saving brazen lying is in no one’s interests. But
these are resorted to because it's really hard for anyone to relay or hear the awful
truth, especially when they are both deeply committed to an activity. No one
likes to be the harbinger of bad news but great leaders know how to deliver
truth in an objective, straightforward and blame-free way that helps people
move forward. At all times remember to separate the `business` from the
`personal`.
Roll up your sleeves
Never is this more important than when the going gets tough.
And when the going gets tough, of course, the tough get going. But don’t be a threatening,
goal-directed bulldozer. You will need to say it how it is, demonstrate belief,
carry - but don’t take away - the burden and show the way forward. If words and
strategy aren’t enough, roll up your sleeves and show commitment by getting
down to work directly with the team.
In doing so you’ll be implicitly recognising the efforts
others make. Then look for opportunities to do small, thoughtful things for
others around you to demonstrate that you appreciate their efforts – again, that
you care about them as individuals. It might be that it’s just making them a
cup of tea or coffee when they haven’t moved from their desks in an age,
offering to get them lunch whilst they are out, ensuring they leave the office at
a reasonable time or suggesting they come in a little later.
Thank you
Who knows, given this encouragement people might actually say
`thank you` to you for all your efforts in stewardship of the organisation that
so often go unnoticed or appreciated.
After all, no one understands how lonely it is at the top until they
actually get there.
But that’s the reality of being a successful leader. But
once you get there you need to know you can’t achieve the big picture without
sweating the small stuff.
* For those unfamiliar with the term, a seagull manager is
one employees never see until they come out of nowhere, make a lot of self-important
noise, cr*p all over everything and then disappear.
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