A Familiar Story: ‘Yo Yo Leadership’
A client of mine has been working on building a team for his organization for the one primary purpose to be able to step back as a business owner and give attention to another business initiative he has begun.
In order for him to transition from ‘working in his business’ to ‘working on his business’ it is essential for him to review and clarify job descriptions, create sounder outcomes, empower the team to step up, hire and bring in new managers and ensure everyone is working as a team.
After going down this road for the last 12-18 months he is encountering challenges from long term leadership assimilation issues from the new employees. He is also experiencing team dynamic problems which have made him re-insert himself into the daily operations.
Now he is spending the majority of his time showing up at the office keeping a closer eye than ever on how the details are going, concerned about p/l, customer satisfaction, and the general moral of the organization. He is in more time consuming meetings working out conflicts among the long term employees and the newly hired employees. All the employees are managerial material, highly intrinsically motivated, and very experienced but now are stressed out, and insecure to the point that they are ineffective.
Sound familiar? Welcome to leadership and business management. Here are three vital leadership competencies that will help you make your transition in business from a constant ‘yoyo-ing’ back and forth in operations and propel you forward to a successful oversight position.
The ‘Group’ Idea
When a leader brings a team together he/she is essentially bringing together a group which represents differing cultures, backgrounds, preferences, bias’, personalities and dare I say baggage. That’s why it is important for a ‘team’ to be successful the leader who is bringing the team together and who will be leading the team have a level of competency other than executing on a request to do so or perceive the need to bring a group together.
Principle One: Build a Tribe
When you, the leader, are bringing a team together take time to define the parameters of the objectives, identify the competencies required in potential team members, and build in not only the tangible outcomes for the team but consider how you are going to knit together personalities, cultures, and common interactive principles. This will give you a winning shot at a successful experience.
Principle Two: Create a Team Manifesto
The goal of bringing a team together is to shape and form the individuals on the team into a working unit that is collaborative. Collaboration must include the creation of an environment that allows each member of the team to sense a ‘third’ place to go which provides emotional and psychological comfort. To do this begin by working together on a manifesto. A manifesto is a public declaration of intentions that allow for everyone to be ‘on the same page’. It includes the reason for being, stated outcomes and most importantly how the team is going to function while working together. Hence collaborative.
Principle Three: Do Your Homework
At the most basic level leadership must function with a competency where skills matching, operational processes and identification of the value of the job mission for a team is clear. This is accomplished by incorporating sound cross cultural principles into the building of a team. So when you embark on your next initiative make sure to bring into the mix the three lenses of ‘tribe, manifesto and competency’.
Tribe: Create a team culture that is clear, relevant and meaningful.
Manifesto: Create a ‘reason for being’ that goes beyond the superficial and takes into consideration values and significance.
Competency: Create a multi-discipline mindset where objectives are accomplished as a result of soft skill expertise as well as hard skill abilities.
“Success in teams is a direct result of bringing in all the personal and interpersonal dynamics of life not just the tasks, objectives and outcomes desired.”