Leaders as Architects
Leaders are the architects of boundaries
- Dr. Douglas Reeves
Leading a team is one of the hardest jobs in any organization. It doesn’t matter if this is a project team with individuals that do not report to you, or your direct reports that you work with every day. Somewhere between, “decide and announce” and “whatever you want to do, team, go ahead” is where you earn your keep.
How best to ensure your team is:
- reaching its goals
- exceeding its potential
- working efficiently and effectively
- able to leverage your leadership to get the tools and support they need
Micromanage
Ever work for this boss? Doesn’t matter what they say, you know they’ll be trying hard to insert themselves every step of the way. This will happen overtly when they interact with you and your team. It may also happen covertly, where they hold separate meetings to ensure all of the work is being done to their specifications. When asked, they’ll typically say, “No, it is your project. You are in charge.” Doesn’t feel like it…
Done, but not how I like it done
Your boss gives you basic parameters for completing a project. You go forth, give your best effort and report back on time, and within budget. Then the criticism begins: “Why did you do it that way?” “Did you ever consider this option?” “I want a different font size…” etc. etc. All of these questions/comments could have been part of the original parameters, or requested during the project. How much motivation is lost when the boss tries to improve the finished product by a small amount? Too much.
Enough rope to hang
You could hear this too: “Go ahead, you know how to do this. Get it done.” You have questions, you have comments, you have concerns. You get zero information or support from your boss. Just admonishments for not working harder, leaning into the work and getting it all done. The direction, support and ultimate outcome are either unknown or sketchy. Not good business.
Trust – both ways
Or….the conversation goes like this:
Boss: Go ahead with the project as you’ve recommended. I just want to be sure there are these outcomes, plus a third that incorporates additional marketing. You may want to pilot a solution too. etc.
Employee: Ok. Who do I go to with questions on this? It encompasses a lot of departments.
Boss: Come to me. I will either answer your question or put you in touch with the person that can. Put this project as a standing agenda item on your one-on-ones so we can discuss as needed.
Wouldn’t that be great?
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How do you lead as an architect? Do you draw up basic plans and let the team find a good way to a great outcome? Do you micromanage every detail? Do you ignore pleas for help and then get mad when the product isn’t delivered to your specifications? What is the right level of support to give an employee?
Stumble it!
Joe Raasch :: Dec.05.2009 :: Change Management, Employee Engagement, Leadership, Organizational Development, Performance Management :: No Comments »