Lessons Learned from the Atlanta Bubble Run 5K

A few weekends ago, my daughters and I participated in the Atlanta Bubble Run 5K.  While it was fun…mostly, I was reminded of a few tips about leadership and project management.  Allow me to explain.

GOING NOWHERE FAST

As soon as the race began, both of my daughters took off running FAST!  I had to run with all my soul to catch up to at least one of them.  The other stayed out front for the majority of the run.  As I was panting, attempting to catch them (and my breath!), it dawned on me that I had not given clear instructions prior to us beginning the run.  I should have explained that a good runner paces themself and that burnout will come quickly if a runner takes off at full speed in the beginning.

How many teams or projects experience that very same phenomenon?  They are brimming with excitement and are focused on the end of the project instead of mapping out a well thought-out plan for the entire process.  Additionally, how many managers do not give clear direction on what is expected of each team member and instead find themselves trying to chase down team members to obtain updates on project deliverables?

Teams should start slow and ensure there is a plan to support their efforts every step of the way.  Check-ins along the way to sustain the pace that has been established are also a great way to stay abreast of any slight changes that may occur.

NOT SUFFICIENTLY SKILLED FOR THE TASK AT HAND

As we continued our run, it became apparent that one of my daughters, who will remain nameless, is NOT a long-distance runner.  With one daughter in front and the other lagging behind, I found myself in quite the quandary. 

I told the daughter who was lagging behind that the only way she could walk was if she remained in front of me.  Well, you would have thought I told her to climb the highest mountain in the world because her behavior and response told me that staying in front of me was an impossible task in her mind.  I stopped several times to walk back to her and encourage (ok, drag) her to catch up with me.  She was fine for a few moments until she slowly slipped back into a position behind me.

As a team leader, there are times when we discover someone on our team is not adequately skilled for the task at hand.  We have to make a decision.  Do we pull them off the project altogether or do we secure the proper training to build up their skillset?  The reality is, we may not be able to build up that team member as quickly as is needed.  This was the case with my daughter and the 5K.  I could not transform her running skills in-the-moment to keep her at a consistent pace.  I had to adjust my expectations of her.  I only wish I had adjusted my expectations of her earlier in our run as it would have made a better experience for us both.

PUSHING ALL THE WAY

While attempting to identify ways to encourage my daughter, the Push & Pull Motivation Theory came to mind.  If someone is pushed towards a goal, they are typically motivated by negative consequences.  If someone is pulled, they are motivated by being drawn towards that goal.  I definitely was “pushing” my daughter to the finish line and did not attempt to use the pull method, incentivizing her, at all.

Leaders have to know what motivates each team member.  A good leader should also determine if the team member is intrinsically or extrinsically motivated.  It can make a difference in the level of engagement, morale and productivity an entire team can experience.

THE LIGHT AT THE END OF THE TUNNEL

Nearing the end of the run, we all could see the finish line.  The daughter who consistently ran, jogged with me to the finish line, (due to my competitive nature, I just HAD to run across that finish line!).  The end was only a few yards away.  I then jogged the short distance back to where my other daughter was walking (very slowly of course), and gently took her hand.  She and I walked the rest of the way, hand in hand, as she finished the run. She was very relieved to be finished!  Everyone was finally all smiles.

The following day after the run, I realized I needed to apologize to the daughter who mostly walked during the 5K. I had not exhibited patience with her, especially in light of the fact that she was just getting back to 100% after not feeling well the previous week.  I felt horrible that as a result of my approach to the situation, I may have possibly negatively impacted my daughter’s willingness to ever run a 5K again.

As a leader, we may need to apologize for our actions, and that is OK. Teams appreciate when a leader can lead authentically. The Leadership EQ-I 2.0 model focuses on leadership potential. Authenticity is defined as "a leader who serves as a role model for moral and fair behavior. A transparent approach commands esteem and confidence from employees." Being willing to apologize as a leader can foster psychological safety and trust within the team. 

I am grateful for the Bubble Run as I learned a few things about myself not only as a parent but as a leader. Ultimately, I am thankful I can look at myself, learn from my errors and keep it moving - all while collecting beautiful moments!

LESSONS LEARNED

• Have a plan which includes communicating expectations early and identifying training if necessary.
• Manage and correct performance early and effectively.
• Understand motivation for each team member. 
• Be prepared to pivot if necessary.
• Be willing to apologize if needed.
• Enjoy the journey!

Need to transform the approach your team is taking on various projects? Schedule a call with me to determine if recalibration is needed.