Five Real-Life Tips For Leading

One of the benefits of working with lots of leaders & managers in many different organizations is the chance to see what really works, regardless of the individual personality or industry. I'll use the term "Manager" to avoid extra words and acknowledge the truth that leaders manage.

So, here are:

5 Tips That Make A Difference

1. Managing starts with clarity. The time a manager spends getting clear about what needs to be done will pay off in focused effort from increased understanding. 

When things aren't clear, the day doesn't  go well. Minds and bodies gravitate toward something that does seem clear. The world abhors a vacuum. When one is created, people will fill in the blanks with their own content.That content seldom matches your fuzzy intent.

2. The Manager is the Mediator of Meaning. Clarity is the first part of  the issue. The other part is taking the time to show exactly how "what" you are proposing to do is directly connected to the success of over-arching goals.Your kids will tell you to "make it real." Your employees are thinking it.

3. Managers Understand How People Learn and Work. Intellectually, we all acknowledge that people learn differently and work differently. Really successful managers take time to pinpoint what those styles are and genuinely acknowledge their inherent value. Hands-on 'Doers,' Readers, Questioners, Ponderers. . .

4. Managing Means Knowing How to Orchestrate the Experience. When to have a meeting or not have a meeting; who needs one-on-one attention? What isn't negotiable and what will work best with a full discussion? Is the objective really achievable--at the level of quality desired--in the originally designated timetable? Managers, go ahead and add your favorites to this list.

5. Managers Lead from Every Proximity. You'll spot a good manager out in front of the group; alongside of a direct report who is struggling; or standing in the back of the room listening to a discussion and only joining in when re-direction or a fact is needed. And everyone knows how they're doing in relation to what's expected.

Consistently add these five to your repertoire and you'll bump up your game exponentially.

What would you add to the mix that's proven a "must do" for you?

Comments

[Aohanian]

Steve, I like your short, snappy blogs and this is a practical 5 point list. There’s just one thing I’ll add to it – as well as doing what you say, managers and leaders must remember to step back. As well as restricting people’s ability to get on with the job, micro-managing them is inefficient. Instead of directing them each step of the way, setting a target and supporting them in getting there will enable your employees to succeed.

[Steve Roesler]

Hello, Aohanian

Pleased to know that you are enjoying the posts and find the list practical. We're always focused on delivering information that can be applied immediately.

Your suggestion about stepping back is a good one. I would add that the manager needs to be a good diagnostician to know how "close" or how "distant" to be with each employee, based upon the employee's ability to do the task or project. For example: If this is the first time an employee is trying to do a new task, the manager will actually need to stay close to ensure that the employee gets the proper direction to learn accurately. If the task is something at which the employee is experienced and effective, then setting a target and being available for support is surely the way to go.

Thanks for taking time to add to the discussion.

[LetsGrowLeaders]

I love the concept of "mediator of meaning"... perfect.

[Nathan Magnuson]

Totally agree clarity is where it starts. Love #4 though. Leaders must create winning environments/experiences, which means knowing what a "win" looks like and then being proactive about delivering them.

[Steve Roesler]

Hi there, "Let's Grow. . ." Glad that struck a note with you!

[Steve Roesler]

Hello, Nathan

Indeed, when people are clear what a "win" looks like, they know "how" to go after it. One of the key learnings as a manager over the years has been that it's my job to paint a clear picture of the "what". Then, if I hired correctly, the team will use their unique capabilities on the "how."

[Clayton Anderson]

Great list, Steve. The first point is especially important. Today's increasingly VUCA world calls for even more skill in determining what's noise and what's critical information. Check out this short clip. Steve Reinemund, former PepsiCo CEO on distilling Complexity to Clarity.

[Steve Roesler]

Clayton, a big "thank you" for taking time out to comment and provide the link. Terrific leadership example.

ATW readers: Check out Clayton's link featuring Steve Reinemund, former PepsiCo CEO. He talks about distilling Complexity to Clarity and does it well.