The Point: You have a choice as a leader… To micro or macro manage (i.e., lead) your stakeholders. But here’s the leadership challenge: In order to achieve “Super Boss” status, what’s the proper way then? In this post we’ll take a look at how being a hands-on leader is by far and away the best approach to leading along with four tips for success… Enjoy!
Hello… I’m a Disengaged Leader!
It happened again (as it had happened like a broken record every time there was a grumbling from a stakeholder)… In managing his department, Tim was provided the latitude to counsel/coach his team under the guise of “Do what you think is best” direction from his superior. However, whenever Tim did in the moment what he thought was his “best” he inevitably received the call from his disengaged leader. This call typically consisted of this disengaged leader asking the question “What did you do?” and worse yet “What did you say?”
While these questions aren’t necessarily in and of themselves bad, they would put Tim in a defensive posture. Having to explain what was done and said left him backtracking on his position. His leader without receiving all the facts typically would overthrow Tim’s authority, and in so doing cajole the stakeholders into recognizing that while the organization’s org chart had him in a leadership role, instead relegated him to an inferior status.
Being a Hands-On Leader
If Tim’s story sounds familiar to you, it should bother you. While leadership is a role best served by allowing team members to perform at their best levels, it’s more than frustrating to have episodes of the disengaged leader undercutting authority, decreasing motivation, and prompting internal thoughts/conversations regarding whether or not you as a leader are truly in the right organization.
The role of a leader is to lead from a distance, but stay in tune with activities so as to insure organizational direction is achieved. Situations often dictate that when boundaries are crossed, or direction is not as intended, that leaders engage in realignment efforts. Nothing shows greater consistency than a leader engaging in what might be seen as the mundane/not worthy day-to-day activities with a “sleeves rolled up” support system. So what should you do to be considered as a hands-on leader?
4 Tips of a Hands-On Leader
The following four (4) tips should be subscribed to in order to increase your effectiveness as a hands-on leader:
Tip #1: Set High Expectations
Become bullish on what your team can accomplish. If you’ve never pushed your team and the leaders within to achieve extraordinary high performance, the shame/blame lies squarely on your shoulders. The thought “perfect is good enough” isn’t just a mindset, it should become your mantra!
Tip #2: Be a Master
You employee smart, ambitious, and adaptable team members, right? If so, trust them to execute. If not, look to recruit/hire those that are no less than four times (4x) as smart as you are. Keep in mind that failure is inevitable, and course correction from failures should be the way you do business!
Tip #3: Encourage Step-Change Growth
Learning and growth are paramount to your people. As such, design atypical growth and development plans that allow your team to springboard forward along a steep learning curve which becomes increasingly steep as successful projects are undertaken/accomplished.
Tip #4: Stay Connected
As a leader you can count on talented people departing from you/your organization. Rip a page from the successful consultant organization model by staying connected with your former associates. Think of it as a talent “Alumni Network” that you can tap into at any given moment and you’ll be afforded the gift of future benefits.
SUMMARY
In this post we’ve taken a look at the hands-on leader as well as four tips to execute for success. Avoid becoming the disengaged leader that bares little respect as you grow yourself, your team, and your organization!
Sam Palazzolo
Jennifer is a VP of Sales that manages a large team of sales executive of inside sales. Her team is doing well, but Jennifer knows that if she can improve her team’s productivity she could exceed her number. To do that, she wishes she could improve how her team engages with customers and provide insights into what customer are thinking. She’d also like to know how her sales executives are prioritizing their time and efforts so she could identify what activities are driving revenue and provide better sales coaching.
Mark is a successful sales account executive for a leading technology company. He almost always hits his numbers (sales quota) month in and month out, but feels he could exceed them with a little help. When reaching out to prospects, Mark often doesn’t know if they’ve looked at his email, his LinkedIn profile, or knows anything about his company’s products/services. When he hosts meetings he sometimes encounters obstacles and objections that cost him his perceived deals.
Denise is a Sales Operations Manager and is responsible for reporting and forecasting sales. She needs more visibility into her sales team’s activities because the activity metrics don’t match sales goal attainment. Finding sales best practices is difficult because the best Sales Representative performers are too busy to log their activities into their CRM or meet with her. She also lacks confidence in the sales pipeline because many activities marked as sold don’t close within the time committed.
Bob is a Marketing Manager that supports her company’s sales team with collateral, like presentations, data sheets, case studies, and white papers. But Bob is challenged because he finds that sometimes his sales teams are using out of date branding and messaging, while some collateral is not used at all. Tip of the Spear’s Sales Business Development Driver provides a review of all collateral in place, identifying items that should be present (as well as those that shouldn’t!) A leadership review then positions collateral to be used moving forward.
