This is a call for all managers to expect more of themselves, and to step into their leadership power. Stop expecting someone (who?) to give you permission. Stop waiting for the elusive instruction manual. Empower your teams. Give them room to spread their wings and fly. I know, I know. It’s hard work. Guess what? That’s your job.
In my executive and leadership coaching practice I spend a surprising amount of time working with leaders – some new, some seasoned – on how they are using their time. It’s not “time management” but time effectiveness, since the majority of them are still deeply mired down with tactical, non-strategic work, projects and meetings.
When I probe as to why they are still attending entry-level project team meetings along with members of their teams, or why they leave every meeting with a healthy (or unhealthy) list of takeaways, I’m often met with raised eyebrows and a question: “How else am I supposed to spend my time and show I’m adding value?”
I cannot emphasize enough that 90% of these leaders are not only leaders of teams, but leaders of large divisions, leaders of leaders often with a span of 200+ employees. Yet, they are still questioning how they add value? And leverage their precious time as leaders?
My short answer is often a series of questions (I know, I know…typical coach):
What are you doing to LEAD? Lead yourself? Lead your team? Lead with your clients and the businesses you support? Show up as a leader in your industry?
Talk about a mind-blowing moment. Yes, leadership in your role as a leader is no longer simply a passive noun. It is an active, sleeves-rolled-up verb.
According to leadership researchers, and authors of The Extraordinary Leader, John Zenger and Joseph Folkman, effective, extraordinary leaders possess strengths in 14 core competencies that reflect everything from technical to interpersonal to change expertise. This data is based on analysis of over 200,000 personality assessments (like 360 reviews, validated questionnaires, and surveys) describing over 20,000 leaders. The conclusion is that great leaders not only impact tangible items such as your employee retention, client satisfaction, and financial bottom line results, but they set the standard for an entire organization. (And, of course, your command/control “managers” will have almost the opposite effect.)
What does this mean to you? Among many other things, it means you are empowering your teams by getting out of their way, while providing vision, strategic direction, air-cover and support. You are securing necessary resources in the forms of people, equipment, data. You interface with senior leaders and align them in the form of stakeholders and champions. And, at the end of the day, you are the face of accountability for your team.
If your team is drowning in too much work, it falls to you, as the leader, to ask why and what your role is in creating the situation? Have you taken the lead to assess if your team is doing the “right” work? A quick formula to determine this is to ask if your team’s work is aligning with the company’s strategic priorities. Are you addressing the most important work to move the organization forward?
Does your team have context that connects their work to the larger organization, and to the outside world? Do they view their work as impactful, in a way that feels meaningful? If not, understand that it is your job to provide intentional, substantive context.
This list could go on and on. The bottom line is this: As a leader, it is your active job to lead yourself, your team, your business – and be a leadership example to others.
