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All businesses have basically the same people resources. But not all companies perform equally. There is a yawning gap between high- and low-performing organizations. Why is this?
It's the people.
As Peter Drucker advised, "Of all the decisions a manager makes, none are as important as the decisions about people because they determine the performance of the organization."
Or, as Stephen Covey said, "The frontline produces the bottom line, so that's where you want to concentrate your development efforts."
And when it comes to people, the so-called "soft" side of business -- which is so hard for most business leaders to do -- the big difference is the dynamic application of leader/manager styles.
Being an effective leader/manger means I am able and willing to choose the correct style in different circumstances.
Working with people is like playing golf. I need to choose different clubs for different situations. No matter how hard I try, or how skilled I am, things will go badly sometimes. The key is to flex to the circumstances to work my way out of the rough. So, an effective leader/manager learns how and when to use the four different leadership styles.
1. Showing Style
The Showing leadership style is directive, instructive and close in. It's seen as autocratic if used incorrectly. When people say they want, or need, more leadership, they usually mean they're looking for more direction, more supervision, or more instruction about how to do the job better.
Showing -- incorrectly referred to as command-and-control -- is frowned on these days. It is the style the manager must use in new, unfamiliar, or critical situations when the person or team is learning a new task.
If Showing is not my natural style, there are some things to learn to become more effective at Showing.
Seven Showing behaviors:
Plan better to be prepared.
Get clear on the end in mind. What is the desired outcome? Make every action count.
Practice so that I know what I'm doing.
Get skilled at assertive language. Speak clearly.
Keep the communication short and to the point. Cut the stories.
Be active, engaging, communicative.
Be decisive: make up my mind and go with it.
Be ready to change if new information or feedback makes it necessary.
If someone has made me aware of something, acknowledge her/him.
It is easier to start with a "hard" approach and "soften" or adjust it later than to lead with a "soft" style and "harden" it later.
2. Focusing Style.
The intent of this style is to keep people on track as they move along on their development. The Showing style is top-down (i.e. from leader/manager downwards). The Delegating style is bottom-up (i.e. influencing up). The Focusing style is interactive with the leader/manger directing the conversation. Together we will work things out. Focusing is the most effective style to use when there is conflict in the team.
Some techniques to use Focusing:
Assume that in every conflict, there is a solution in which both sides (me and the team) can win-win.
Voice my own position clearly and consistently, while also encouraging other to voice theirs. Listen actively.
Deal with issues, not personalities.
Find the emotional blocks such as their fears and anxieties. These often result in people playing games. Knock these down by saying what they are.
Look for common ground. Can't find it? Define it. Work it.
Try to identify people's common intentions and goals.
Negotiate to find a do-able solution based on principles.
Review and revise frequently.
3. The Facilitating Style.
The Directive style emphasizes task before process. The Facilitating style integrates process and task, is highly interactive with the leader/manager turning the direction of the conversation over to the team. This is the style I'll use when I need to get input from my team and want them to take more responsibility for resolving issues.
Actively listen to what they have to say.
Actively wait until people come forward.
Seek to understand the issues and people's styles.
The Showing style calls for a typically more assertive approach.
A Facilitating style calls for a typically two-way conversational approach. Hard versus soft.
To master the Facilitating style, hone my Emotional Intelligence skills.
Use the following approaches:
Pull the team together, occasionally off site.
Avoid unnecessary meetings with individuals or I will engender mistrust and suspicion.
Involve the team as much as possible.
Be open to the brutal facts, which may include my ineffective, troublesome behaviors.
Make sure I am able and willing to do active listening.
Facilitate everyone's input.
Address people who don't speak up. Make it clear they are expected to voice their opinions. Seek and support contrarian views.
4. Delegating Style.
If I'm not used to Delegating, I may feel like I'm losing control or abdicating my responsibilities.
Done right, at the right time, will make my job much easier. When Delegating, I hand over the task to others because they have clearly demonstrated that they are competent enough and well-motivated to do it on their own. They just keep me informed of their progress. For many managers/leaders, this can be the most difficult style to use because we think we have to be in control at all times.
Delegating means letting go of control, getting out of the way, so that the team can get the job done.
Some ways to enact my Delegating style:
Give the team room to try things out.
Ask questions: "What would you do?"; "What do you think we should do?"
Resist the urge to jump in and rescue them when things go wrong. Let them sort it out.
Be clear. Let people know that I have confidence that they can do it. If they need some input check in with me.
Praise successes, progress and close approximations.
Keep the right distance: Not so close that they think I'm checking on them, not so far away that they feel abandoned.
Check-in occasionally. "How's it going?"
The ability and willingness use these four styles - Showing, Focusing, Facilitating, Delegating, and shades in-between, will go a long way to helping people become self-reliant achievers.
My workload will decrease.
My frustrations with "people-problems" will be greatly reduced.
My job will be much more fun.
I won't always get it right. But as I develop my skills in diagnosing what's the right style to use, I'll learn what my most effective actions should be.
Be Flexible, to . . . Bring Out the Genius in People.
Dr. Jim Sellner, PhD., DipC.
http://subject2change.ca
Assumption: We behave in our best interests when we:
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