Are successful leaders going to excel, regardless of the times in which they lead? Some may say yes. After all, Jack Welch lead General Electric through both solid and turbulent times, right? But hold on a moment.
Many executives have been stumped stumped (and many of them have later failed) when trying to maneuver through the current ever-changing business environment. At the same time, some companies have taken the recent rough waters and, even given a shrinking industry or seemingly impossible sales slump, have turned their companies around.Let’s look at some of the characteristics that are embraced by leaders (and their organizations) in changing times.
Using Organizational Memory
In less turbulent times, lessons learned in the past could be called on as wisdom for decisions made in the present. These days the past should not be counted on for the wisdom it once offered. The playing field has changed, and you will not be able to count on those lessons to lead you through. Of course, they still have value. They just can’t lead the way anymore.
Psychologist Jerome Bruner has a pithy way to describe what happens when the best of the old informs the search for the new. The essence of creativity, he argues, is “figuring out how to use what you already know in order to go beyond what you already think.” Innovative leaders do still use the past to inform decisions, but they don’t count on those old lessons to show them the way.
Remaining Committed to Change
Being committed to change could mean that you are continuously changing. Consider those organizations that are always bouncing from one production methodology to another, continually trying out new supply chain management systems or can’t seem to get enough of the latest management fads. No, remaining committed to change means making a change and committing to it. The new direction may not be the panacea that you are looking for, but you won’t know until you have given the new plan time to take hold.
Learning at the Speed of Light
The world is changing at a faster pace than ever before. Imagine the significant changes we’ve seen in how we use technology in our daily business, even in the last eight to 10 years! Ask yourself what you need to learn, and how you can push yourself into new knowledge areas. This will keep you growing and evolving. Most of all, it will mean that you will be more prepared for making the next set of decisions that come your way.
Tapping the Group Genius–or the Hidden Genius in the Group!
Change is not best made alone. Let’s face it; you may be the leader in your department or organization, but you need the troops to get involved. These days, the most powerful contributions often come from the most unexpected places. You may find a hidden genius in your group or a collective genius, aka: your customer!
Your change leadership mindset gives you the tools to consider ideas from every corner, in order to address the current climate with a large dose of courage, informed risk-taking and ambition.
Teamwork: Flip the Switch
“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”
There are many methods and models for fostering a cohesive, effective team. Any of them could work well in your organization. Perhaps you have tried a few theories and have come up with some of your own “teamwork best practices” that are particularly helpful for you and your team members.
Regardless of the steps you use to facilitate a successful team, one trait that crosses all teamwork methods is employee involvement. If you can effectively include the team at each step of the way, you will retain employees and foster an environment that motivates participants to contribute and invest in the cause.
The how of involving team members is often the most challenging part of the process; once you get them involved, you will be on your way. Successful employee involvement comes from following a continuum that leads to decreased influence by you, the leader, and increased influence and decision- making power by the team members.
First, communicate and sell your idea. The supervisor makes the decision and announces it to staff, providing complete direction. Gain commitment from team members by “selling” the positive aspects of the plan.
Now, confer, invite others to join and delegate. Even though the leader retains authority to make the final decision, she still invites input. Let employees know that their input is needed but final authority still rests with the manager. Follow this up by inviting team members to make the decision with the supervisor. At this stage, the supervisor considers his voice equal in the decision process.
At this point, the supervisor turns the decision over to the team. Successful delegation has a built in feedback loop and concrete timeline. Voila! Now watch your team take off.
This Month’s Featured Tool
50 Activities for Collaborative Management!
Organizations everywhere are facing the challenge of how to work more closely with one another. This collection of ready-to-use activities will help you better understand the concept of collaborative management—a term used to describe an ideal work environment where everyone is dedicated to achieving a common objective.
In 50 Activities for Collaborative Management, you’ll find an array of dynamic and engaging exercises to help you explore what makes collaborative management work, its potential benefits and how to experience them in your organization.
Each exercise highlights a specific aspect of collaboration, such as:
- Thinking collaboratively
- Ten collaboration myths
- Finding collaborative common ground
- Playing collaborative roles
- Finding collaborative opportunities
- Talent tapping
- Erroneous collaborative assumptions
- Reaching collaborative consensus
With each exercise, you’ll get everything you need to bring it to life—including a purpose, description, time to allot, presentation tips and debriefing statement. This book is ideal for trainers and managers who are looking for creative ways to: Reduce the risk in decision-making Bring different perspectives and expertise into the decision-making process Instill ownership in decision-making Eliminate finger pointing and the “blame game.”
Designed as a unique way to bring people together, 50 Activities will elicit the best from all those involved in making decisions and solving problems.