THE BUCK STOPS HERE!
For the last few weeks we’ve looked at how things can so easily go sideways when teams get off-track and communication breaks down. But, really, where does the buck actually stop? Is it with the team members, the team leaders, or… is it with the senior leader overseeing them all?
We’ve all heard the philosophy about how a good leader gives the team credit when things go well, and takes the responsibility when things go wrong. How they have their team’s backs. How they enable, empower, equip and encourage team members to not only do a great job, but also fulfill their potential and achieve their personal aspirations. Choosing the right people, and finding ways to align their goals with the organizational goals. Sounds idyllic, right?
But, given how busy most leaders are, how realistic is this? How practical? How often does it actually happen?
In previous articles we’ve seen how, just a little too little attention, paid to the daily operations, can mean that a small deviation, over even a day or two, from the original brief, can end up with an outcome that misses the mark by a mile. This is something that many of you picked up on, and spoke about, in your comments - and, you were right. But once again, HOW does a leader make sure that they preempt and prevent problems?
It’s easy!
Just kidding!! It’s a simple concept, but not easy. The senior leader can’t implement a ‘magic wand’ formula today, and expect perfection tomorrow. No, unfortunately, that’s not going to happen. Instead, we have to get back to basics and begin establishing what the ‘main thing’ is.
What is the ‘main thing’?
Assuming that the organization has a product their target market both needs and wants, establishing the main thing begins with:
Choosing the right people.
With the rapid global changes, especially in technology, building teams with ready-made skills can be tricky. No sooner is a skill acquired, than there are updates to learn. But… there are many who, once they’ve acquired a skill, don’t really have the desire to continue learning on an ongoing basis.
This is why choosing people based on attitude and aptitude, rather than impressive qualifications, makes sense. People who have a voracious appetite to learn, to grow, to excel, along with solid character traits such as integrity, honesty, loyalty and ethics. People who are hungry for success and will do what it takes to achieve it. These are the problem solvers. The innovators. The inspirers of others. We can train skills, but what I’ve described is not easy to train if someone doesn’t have these traits already. Jon Doolen , an executive Headhunter, leader, coach and mentor, offers some great insights on this topic.
Choosing the right people is our first and foremost priority. We want a team of people who are ‘all in’, and who have the desire and energy to build the vision from the ground up. People who will still be ‘all in’ years down the road when that vision is a reality.
This means we need to create an environment in which they can thrive, find meaning, and fulfillment.
But, before we can do that, we need to know what that vision is, and what the environment needs to be.
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Communicating a clear vision of the desired culture.
True culture grows from within. It emerges from the dynamics of a group of people who are like-minded, bonded together by shared values, aspirations and vision. A group who trusts each other. A group whose communication is transparent and respectful.
Culture is not something that can be thought up by the marketing department, or PR agent, put into a slick motto, and slapped onto the organizational psyche. We can try that, but, it won’t stick, because it isn’t authentic. It’s not ‘from the heart’. It’s not real.
A clear vision of the culture begins with the dreams and aspirations of the organization's founders and leaders. It’s powerful and it attracts the right people like a magnet. Think Steve Jobs. Although Apple is still going from strength to strength, it’s largely because that passion, that vision, was so strong and so captivating, that it still lingers on today. People are captivated by the vision of co-creating something of value to the world. Something that helps make life better. Something that transcends the attraction of a title and a paycheck.
This is what makes for a happy team. And as the research has proven, happy people are more productive. When there’s that kind of vision, the articulation and communication of it is easy. It wells up. Even if the words we use aren’t the most eloquent, the passion communicates its truth in a way no eloquence can if the vision is weak.
Design thinking the organization and all its processes.
Doing ‘business as usual’ is a mistake. I know they say ‘don’t fix it if it ain’t broke’, but, sometimes we get so stuck in the way we view things that we don’t see it’s ‘broke’ until there’s a major problem.
This is where we need to take a step (or several) back, clear our minds, be prepared to unlearn our habits and begin to ‘design think’. Ideo explains just what that means in this article. It’s well worth reading. Here’s a small excerpt:
“Design thinking is a human-centered approach to innovation—anchored in understanding customer’s needs, rapid prototyping, and generating creative ideas—that will transform the way you develop products, services, processes, and organizations. By using design thinking, you make decisions based on what customers really want instead of relying only on historical data or making risky bets based on instinct instead of evidence. Design thinking brings together what is desirable from a human point of view with what is technologically feasible and economically viable.”
My good LinkedIn friend, Karen Zeigler , a Design Thinking consultant, provides a great comparison between ‘Big Data’ and design thinking here - also well worth reading.
Educate, empower equip and encourage each team member to produce excellence every time.
The truth is that leaders cannot expect team members to do this for, and by, themselves. In every organization there are leaders and followers. Leaders have to lead. They have to be models and mentors. Team members can’t do what they don’t have the authority and resources to do. Savvy leaders view every team member as a ‘new star’ waiting to shine, and then train, empower and equip them to do so, and in the process birth new leaders.
To achieve this we need to take the time, and make the effort, to connect individually with each team member. People are motivated to excel when they feel that doing so will make a difference. When their efforts are seen, appreciated, rewarded, and act as stepping stones to greater things. Chad Gono is a great example of a CEO who practices this.
It’s up to the leader to connect with their team members, and make them feel valued as an integral part of the team. And by integral, I mean they’re not just a cog in the wheel of the organization, but fulfill a crucial function. If they don’t, then why are they there?
Finally, it’s up to the leader to keep everyone’s focus on the ‘main thing’, actively facilitating progress to the outcome.
Beyond the systems and processes, execution has to focus on the highest priorities. One of those is the intangible human potential and capital of our team members. The systems and processes should facilitate harnessing this power to bring the vision to fruition. We’ll speak more about this in the next article.
No less important is creating an environment where team members are comfortable pointing out flaws, or problems. Where they can ask questions. Get guidance. Offer suggestions. Make mistakes without fear of punishment, but be free to move forward wiser and more innovative than before. Team members can’t do this for themselves, or for the team. It’s a leader thing.
So yes, the buck stops here!
#Leadership #Management
Chief Experience Officer at billquiseng.com. Award-winning Customer CARE Expert, Keynote Speaker, and Blogger
6moAndre, I appreciate your leadership insight and, of course, I very much appreciate you. So, I hope you understand that leaders should focus on the main thing as just ONE THING. What's that ONE THING, you ask? As the legendary Curly said in City Slickers, "That's what you gotta figure out". Kidding, of course. I advocate "just one thing". Servant leadership. QUI TAKEAWAY: Whatever your title or position, be a servant leader who will CARE for your people first. COMMUNICATE openly, transparently, interactively, frequently, and continuously any information your people need and want to know. Listen empathetically to the people’s concerns, questions, and complaints. Express compassion with your recommendations and encouragement. APPRECIATE the important roles and responsibilities of your people. RECOGNIZE and offer accolades for team and individual accomplishments and acts of service. EMPOWER people to make the right decisions for themselves, their colleagues, and others. But wait. There's more. Page 2 of 2. Three questions.
Shaping EMS Leaders through Dynamic Keynote Speaking and Personalized Leadership Mentorship.
6moJust so much in this in such a short span. I absolutely agree with hiring the right people, and that may mean a less "qualified" person with an more eager and positive personality and train them up. In some fields, experience is dwindling being super choose-y isn't an option. Creating culture has to be an authentic move, as you mention, not a bumpersticker slogan. That too falls back on the right people. Love all of the leaders you've mentioned in the article!! ☕️😁👍
Keynote Leadership Speaker | Fighter Pilot | Combat Veteran | Major Airline Captain | Professor in Human Factors
6moA TONE OF ACCOUNTABILITY ultimately starts with Leaders ASKING for feedback and ACCEPTING that feedback. The ONLY way to foster #peeraccountability and #mutualsupport within your organization. #fighterpilotmindset #debrief #accountability
Leadership and Organizational Development
6moIntriguing and excellent share that captures three of the most powerful elements of leadership. I found myself getting "caught up" in each of these and how I can perform them better. Can't wait to read the referenced articles and information as well. Great job! Andre Williams