I discovered a long time ago that I was much more effective as a leader and as a father (a much harder job to get right!) if I adopted an approach that emphasized teaching over telling.
While there are circumstances where telling is appropriate…the battlefield, the operating room, perhaps the football field and a few others that I’m sure that I would think of if given enough time, most people prefer to learn, not to carry out orders.
Learning engages the senses, opens the mind, creates new neural connections and challenges us to push beyond our routine thoughts and actions.
Good leaders develop an approach that incorporates teaching while emphasizing performance. The two are not only, not mutually exclusive, they are complementary.
Consider:
- The sales manager that observes and coaches her sales representatives will win out every year over the manager that berates poor performers and then demands performance at the end of a metaphorical gun barrel.
- The CEO that consistently and respectfully asks tough strategic and execution questions is teaching his team members how to focus on the important issues of value creation and performance.
- The shop floor supervisor that asks for input on solving quality problems is teaching people that their ideas count when it comes to making improvements.
- The journeyman carpenter that teaches by showing and then leaving the apprentice alone to try the same task, is inspiring by showing confidence and encouraging independent effort.
5 Rules for Teaching Leaders to Live By:
- Recognize that the additional time investment that you make in teaching will come back to you in dividends many times over.
- Resist the urge to bark an order even if you know exactly what needs to be done.
- Use questions as powerful teaching tools.
- If you must “Tell,” provide an explanation. Proper context for a “do this” ensures that some learning takes place.
- Mistakes are teachable moments. Resist the urge to pounce and strive to help all parties extract the lessons.
And as a parent, try doubling or tripling the amount of time that you spend teaching and please resist the urge to pull out the infamous, “Because I said so.”
The Bottom-Line for Now:
The old model of command and control leadership falls on rebellious and increasingly deaf ears in a workplace of boomers reinventing themselves, millennials finding their way and all of us striving to deal with the new complexity that is our world. It’s time to step up and teach.
I am reminded of a comment attributed to the late and great jazz trumpeter and band leader, Maynard Ferguson, who devoted an incredible amount of time to teaching and inspiring aspiring band students around the country. While I’m certain that I’m grossly paraphrasing his comment, it went something like, Why would you do anything else, when you can teach? His band members of course referred to him as The Boss.
It’s time to quit telling and start teaching. Why not start today?
Art,
What a strong post! This powerful concept is difficult to “sell” to others in a marketplace driven by the “I don’t have time for this” mindset. To secure a heart of a teacher you have to buy into the TRUTH that it will pay dividends over time, that it is the right thing to do, and that you are wasting time and results by telling others what to do! This is where leadership takes place.
There are few things more professionally and personally fulfilling than when you teach…and it works!
Garrick, I agree that it is a tough sell for a lot of reasons. It’s so much easier to get the short-term payback from the order that is executed than to take the longer view. Of course, our preoccupation with the short term is what Deming described as one of the “5 Deadly Diseases of Management.” I refuse to give up! Thanks for getting it! -Art
Good stuff, Art. My comment is about the “time investment.” It certainly takes more time in the beginning (to coach and develop), but eventually the curve changes and employees work confidently and successfully on their own, leaving the leader to do what leaders should be doing – communicating, planning, and developing people. Many times, in my experience, managers just can’t change their habits – it’s just too easy (in the short-term) to command and control. Thanks!
Very interesting, Art. As you know, I “teach” for a living, but honest to goodness I would have a hard time describing to an alien from outerspace what that means. I see myself as a life long learner, not a teacher, and my strong desire is to help as many as I can assume full responsibility for their own learning. I’m sure I’m a nerd, but there are very few things more fulfilling than learning, growing, and changing. Thanks! Bret
Confidence and focus! I attribute effective training (teaching) to having confidence and focus.
1. Confidence in your training/coaching abilities, plan and flow, and that it provides everything your people need when they need it; confidence that your people are smart and capable of getting your message, without needing to “tell” them.
2. Focusing on your people is paramount. When you focus on their learning needs and not on what you want to “tell” them, the message will surely get through. No doubt about it!
I can attribute every great training session that I have delivered on these two aspects.
A great book that echoes your thoughts is, Telling Ain’t Training by Harold D. Stolovitch.
Great Post Art,
Your main point reminds me of the Transformational Leadership concept of Intellectual Stimulation when one looks at it’s four I’s. Without it’s teaching/resourcing component, Transformational Leadership isn’t transformational.
Blessings,
Dave
I agree with your post Art.
However I don’t think most work environments are at this stage right now. Too often employees are dupped with two or three different jobs and left to figure it out by themselves. I always try to explain or teach before giving assignments, but now days the rules can change from day to day (common in health care regulations). It is true in the long term there in no better way to earn respect and build a team than showing in words and deeds the way the work should be done.
Very good posting today, Art! Even though I am exhausted, I felt inclined to share. Teaching/mentoring is one of the most important aspects in any work environment and is the foundation for strong and steady growth.
Having been a teacher for most of my life (yes I know, I am showing my age) I too, have learned a few things along the way. From my Taoist studies I teach with the philosophy that in every good teacher is a good student and in every good student there lies a good teacher (something to ponder in your spare time). I believe this helps to eliminate the “know-it-all” teacher. This attitude also fosters a humbleness and shows respect for the students and learning becomes enriched beyond words – it becomes a shared experience.
Also, having spent some time in a traditional work environment I observed the best and the most awful teachers. And the bottom line was, the healthier the work environment the better the teacher. Again, it all starts at the top!
Outstanding post Art! Command and control doesn’t work to achieve long term success. It may get a leader an outcome today but without the learning portion the employee is simply doing what they are told. In the future the employee will not think for themselves and the leader constantly finds they need to tell causing frustration for everyone.
I think the key difference is that managers command and control. Coaches and leaders teach. Coaches and leaders have the ability to see potential in an employee and tap into that potential by teaching them. The manager typically just wants the task done without considering potential.
Thanks for sharing!
Kelly
Kelly
Teaching is better than barking orders. But I caution people who are taking this approach to not come across as condescending to the individual you are trying to “teach”. In particular never use the term “a teachable moment” to someone in the work place. I have had previous managers use this term with me and it was extremely demeaning.
Good advice and thought-provoking discussion for dads as well as other leaders. Leading by doing and collaborative leading take a little more up-front effort but usually have better long-term results. I work with drafters to produce construction drawings and do try to always ask their opinion about graphical representation questions and let them know “why” in decision I make about the drawings–a little more up-front effort but helps them help me more in the long run.
I’m way late on thanking people for reading and commenting. Much appreciated.
Brett, great practice. Your “why” is priceless.
Wade, it sounds like your boss was a moron. I agree, never be condescending. If someone needs to be told that, they missed the memo on what it means to lead. Sorry you had that lousy experience.
Kelly, thank you for adding such nice value to the post. Agreed…it’s a task orientation versus a teaching orientation.
Comer (Bob and Pat), thanks for sharing!
Dave, I like the tie-in.
Best to all! -Art