Applying experience “I just knew that would happen!” How often do you hear people say this – either in work or outside? And, wouldn’t it be better if they had mentioned this before whatever it was happened? Of course, if they say: “I told you that would happen” – and you didn’t listen, you might want to have them consigned to a local torture chamber (to salve a guilty conscience?)
Part of a leader’s role is to stare into the mists of the future and work out what’s hidden in there. Now, if you are psychic, that might be a big advantage! If you aren’t, it might be a good idea to use “applied experience”. What happened before, given the same conditions, is quite likely to happen again! Unless, of course, people learn from that previous experience So, a leader must spend time standing back from the hurly-burly of everyday activity to analyse what’s happened – and why. And what should happen next time – and how. It’s also useful to involve both the team and individuals in this exercise – multiply your brain and experience by the number available – and you end up with a better chance of wisdom!
As has been said before: “It’s better to gain five years of experience than simply repeat one year’s experiences five times”
Manager or Leader?
Most roles are – to some extent - a combination of both: a leader must still manage, and, of course, any manager must lead. The key is to work in the right proportions – both for your team and for each individual within it. And, for each task each individual undertakes. Getting complicated, isn’t it? So, let’s simplify. Your aim should be, for each situation, to make sure that you don’t under-manager and over-lead. Or vice versa. Here are some situations. Do you feel the action taken by the leader was correct:
A) John’s team have just been given a new project to complete. So, he calls a meeting and gives them a “ra-ra” speech to rouse them – and then leaves them to it B) As usual, Joan has asked Freda to complete the monthly progress report for senior management. As usual, she then checks it meticulously, and points out a wide range of minor improvements for Freda to take note of C) June holds a five-minute up-and-at-‘em meeting to start each morning – to let her team know she appreciates and loves them D) Jim sends emails to his team letting them know their targets, key tasks etc.
It’s likely that:
A) is over-led but under-managed (the team probably aren’t enthusiastic about the task because they haven’t a clue about the specifics to help them achieve their goal)
B) is over-managed and under-led. Freda probably hates doing this task because it hasn’t been delegated – she’s only the secretary to be corrected by the know-it-all boss C) is over-led (and maybe over-managed to). The members of the team probably treat the event as a bit of a joke, because they get nothing out of it. A ra-ra once in a while may be useful – but used constantly, it will simply lose any impact D) is under-managed and under-led. I bet it’s a barrel of laughs working there! You probably have to make an appointment to go to the loo!
Okay – these are very simplistic situations. But the point is that an effective leader will know the degree of management (i.e. control) a situation needs. And the level of leadership (i.e. inspiration). This can vary for the same person in different aspects of their role PS More powerful advice is available in the third of these three articles
Leadership Stepping Up the Ladder Part Two - To learn more about this author, visit Gordon Veniard's Website.
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