Feedback is the leadership triathlon equivalent of the swimming leg. Everyone knows that it is the difference maker in overall performance, but because it's hard, uncomfortable and easy to flounder with, many choose to de-emphasize or even ignore it.
It's critical for leaders to recognize that organizations that broadly understand their strategy and employees that specifically understand how their activities and decisions impact strategy execution are going to defeat less-enlightened competitors. Strategy is not an abstract concept reserved for the deep-thought thinking sessions of senior leaders. Strategy is a powerful leadership tool to engage the hearts and minds of associates and to fuel performance.
The most challenging leadership positions are the informal roles where an individual leads based on his or her credibility and capability without the backing of a formal reporting structure. These positions are often characterized by a high-level or responsibility for results with little direct authority over the people doing the work. The role of Project Manager matches this description perfectly, with organizations increasingly looking to the individuals charged with project or program management to play key roles in executing on strategic priorities. Unfortunately, in many organizations, the role of Project Manager is inappropriately disconnected from the strategy process and is often viewed and treated by executives as a mid-level or administrative role. This is wrong. Senior executives would be wise to tap into the unique skills, insights and capabilities of the best Project Managers as they look to build out their leadership teams and to propel their organizations faster.
Organizations that learn to work in “Strategy Bursts” are able to learn, adapt and refine their strategic activities faster than more plodding competitors, but this new style requires learning and internalizing a new approach to strategy management and execution. For many leaders and executives, succeeding with this new model requires letting go of old strategy habits and biases.
As professional project management practices (and project managers) grow in importance to a firm's success (see my post: Struggling With Strategy? Think Project Management), it is critical that top leaders learn how to support the process rather than beat it into submission. And because as the saying goes, "it takes two to tango," Project Managers need to learn how to "manage" their executives to minimize unproductive involvement or outright interference.
The best leaders understand that one of their principal responsibilities is to shape the working environment that determines how their team members communicate, collaborate, innovate and problem-solve.
"The only way that you will succeed on my team is if you are married to the job!" "The reason that I am not in any family vacation pictures is because I'm on the phone. If I'm in the picture, I have a blackberry stuck to my ear." Yeesh. What a jerk! The quotes speak volumes about this individual's leadership style, priorities and character. A "my way or the highway" approach, coupled with an "I will succeed on the backs of your labor and you will help me succeed or else," philosophy. It also speaks volumes about the culture in the organization that tolerates this leader's style.
I don't know too many Sales Managers that relish the opportunity to conduct performance reviews with their Reps. In fact, come to think about it, I don't know too many Sales Managers that actually conduct performance reviews with their Reps. Unless you count the token compliance that a few accommodate through a "half-hearted, fill out the form to get HR off my back" approach that some Managers confess to employing. That's too bad, because all parties involved are missing out on valuable conversations that can contribute to the growth of the business, the strengthening of the sales bench and the development of sales superstars.
he Strategy-Fueled Leader is someone you want to work for and someone that you want to become. Working for one of these individuals is like existing in an alternate professional universe. If you are fortunate enough to connect with this type of leader early in your career, you are in for a remarkable education that will shape you for the rest of your professional (and even personal) life. Catch one later in life, and expect to find yourself reborn professionally, with a renewed sense of focus and purpose. If you are not fortunate enough to find one as a mentor, its up to you to make a difference in your organization by developing the habits, approaches and thinking of this powerful leader.
Following a recent presentation to individuals in the Not-For-Profit arena on "Creating A Culture of Leadership Development in Your Organization," I was approached by some enthusiastic attendees who loved the content, but expressed frustration over the seeming unwillingness of their top leaders to focus on this issue. During the discussion, I heard the following comments: "Leadership development is viewed as expensive." "When we point out the need for and potential benefits from strengthening our leadership practices, the typical response is that leadership development is not central to our mission." "We are so busy chasing small issues, we don't have time to focus on people topics." I appreciated the openness of the individuals and was left wondering what it might take to help top leaders everywhere recognize once and for all that LEADERSHIP DEVELOPMENT DOES NOT HAVE TO BE EXPENSIVE!
