One size does not fit all
When it comes to management styles, it’s important for a leader to ‘know the audience’.
A style that one person interprets as giving freedom and creative space, comes across as lack of support and disinterest for another. What feels like oppressive micromanaging for some, feels like consistency and motivation for others.
An effective leader needs to take time to know individuals well enough to understand their management needs. There is not a one style fits all.
A recent experience demonstrates this. Whilst working with a group of leaders, one in particular exemplified the qualities of a highly competent leader. She was observant, people-centered, well-skilled and practiced the current theory of allowing employees autonomy and space for innovation – a text book case of modern leadership-style. While the other leaders struggled to let go and delegate, she trusted her staff implicitly and expected them to perform well.
However, when working with the people who reported to her I noticed a problem. Some were ecstatic about how they are led, feeling motivated, empowered and proudly accountable. Others felt isolated, abandoned and unable to move forward because they were unclear about the boundaries and expectations. This was playing out in subtle ways that stalled flow and created blocks.
Luckily, in this instance, the leader’s excellent people skills and open manner made it easy to resolve. Once the employees identified how they felt and were encouraged to address the issue, the leader moved effortlessly into defining expectations and closely coaching those that needed it.
What struck me was that if we had not been specifically dealing with this, some of the employees may have remained distrustful, anxious and disgruntled. Also, if she had not been skilled at dealing with people, she may have stuck to the theory which would have meant giving them more space to work out their issues. However, whilst this may have been effective in the long run, in the short and medium term, it would have unconsciously played into their fear and risked sabotage and poor performance.
Ideally, a working group should not need to be ‘parented’ by their leader, but many are used to old-styles of leadership that encouraged this. Emotional maturity allows a process whereby everyone learns and grows from each-other’s styles and becomes cohesive and functional without too much upset and drama in between.
Effective leadership requires diligent observation, clear communication and an openness to feedback. It also requires the willingness to grow a team through misunderstandings and awkwardness until it can flourish as a working group.
Luckily, in this instance, the leader’s excellent people skills and open manner made it easy to resolve. Once the employees identified how they felt and were encouraged to address the issue, the leader moved effortlessly into defining expectations and closely coaching those that needed it.
What struck me was that if we had not been specifically dealing with this, some of the employees may have remained distrustful, anxious and disgruntled. Also, if she had not been skilled at dealing with people, she may have stuck to the theory which would have meant giving them more space to work out their issues. However, whilst this may have been effective in the long run, in the short and medium term, it would have unconsciously played into their fear and risked sabotage and poor performance.
Ideally, a working group should not need to be ‘parented’ by their leader, but many are used to old-styles of leadership that encouraged this. Emotional maturity allows a process whereby everyone learns and grows from each-other’s styles and becomes cohesive and functional without too much upset and drama in between.
Effective leadership requires diligent observation, clear communication and an openness to feedback. It also requires the willingness to grow a team through misunderstandings and awkwardness until it can flourish as a working group.