Are these words at odds with each other? Is it possible to develop a strategic plan and also lead the execution of that plan? I'm not talking about assigning the implementation steps to a support team; I'm asking if the same person can effectively develop a high level strategic plan and then provide the leadership to make it happen? Should the same person make it happen; or, at least be involved enough to ensure the project is completed?
Trenches and Mahogany One of the criticisms I've heard over the years is that executives are not able to fully understand the implementation realities of their plans. For me, that is a shared-responsibility between the leader and their team. If the leader does not include their team in the development of the plan it will surely not achieve the desired result. If the team does not step up and tell the proverbial emperor that he doesn't have any clothes, the plan will also fall short.
Culture = Communication
The answer to the question of whether the same person should manage both strategy and execution is absolutely yes! But how they manage is critical. Involving the team at the beginning of the process instead of "bringing them in when we need them" is mandatory. That's right, mandatory. It's leadership that creates an environment of trust, risk-taking, and open communication. It's done with words and actions. It should be on-going and obvious.
It should be.
How About You What style do you use to not only develop a plan, but to actually achieve results? Is your team allowed in the office with you during the brain-storming phase; or, are they simply foot soldiers that march into a hale of bullets that could have been avoided?
Not everyone gets pumped up about employee surveys. But I do. Many people think they are a waste of time, that no one will be honest, and that action will never be taken. But I don't feel that way. Employee surveys are terrific for one thing...pushing communication. Survey results start conversations, they don't end them.
Get Started I've been involved with the employee survey process for years (and years and years). The best results I've ever experienced have nothing to do with the survey questions. They come from the commitment of the leaders in the organization to continue the conversation with their employees that the survey helps to start. It is through the ongoing dialogue that real progress is made; not in reading a report that says everything is fine, now let's move on to something else. That doesn't even make sense does it?
Organizations today are busier than ever, with more pressure than ever, and often times with limited resources to get the work done. So how can a report that only reflects a snapshot in time serve as a meaningful indicator of how the organization's employees feel? Simple answer => it can't.
What Are You Afraid Of?
There isn't anything to fear with an employee survey, unless you don't plan on following up. Not sharing results, placing blame on employees, or simply ignoring that the survey was conducted are recipes for disaster. Don't be afraid. Take advantage of the opportunity to honestly engage your employees in conversation about the workplace. It won't kill you, and the results will be something I like to call...progress!
How About You
Are you rolling your eyes at this point; or, are you willing to actually sit down with your team and talk about the front line real world issues that need to be addressed. Just imagine how much more respect they'll have for you if you'll simply do that?
If you are motivated to read the true story of one of the greatest leaders of the 20th century, pick up Eric Metaxas' book Bonhoeffer. You will learn about a whole new level of leadership sacrifice that goes far beyoned the day to day worries of onboarding, vacancies, and corporate strategy.
Let me know what you think. I'd love to discuss Dietrich's work, and Eric's book, anytime.
I am honored to have been asked by Laura Schroeder to write a guest post for her terrific Working Girl blog. The piece is about the excitement, failures, and lessons learned as a young manager...ahem...that would be my experiences as a young manager. Ouch!
I've eaten a lot of humble pie since I started blogging.
Take a look atthe post, and let me know what you think. Being a young (or new) manager is terrific, but one thing that is typically not handed out at orientation is the map of the leadership land mines.
We've seen them in action. They're calm, cool and collected. Nothing seems to faze them when the problems come so quickly it's impossible to keep an accurate count. At some point we just want to step back and watch them. Amazing leadership, right?
NOT SO FAST
We've also seen when the chaos settles down and these same leaders struggle mightily. What is it about their skill set that makes them a force to be reckoned with during an emergency, and then renders them so ineffective once things return to normal? Hadley, Zhu and Pittinsky developed a specialized tool for measuring crisis leadership which raises several interesting issues.
1. Crisis Leadership Differs from General Leadership Leaders have less time in crisis situations to process information and make well-informed decisions. These leaders have skills that are perfect for action, quick decision-making in the heat of the moment, and always seem ready to jump into a crisis....in fact they often look for a crisis.
2. When the Action Stops, So Does the Decision-Making When things settle down, these leaders often fail. Why? Are they not hard-wired for a strategic mindset? Does the heavy load of maintaining relationships, leading others, working through the mundane, or not having the long view block their ability to lead comprehensively? Perhaps.
3. What Can We Do To Support These Leaders? If these action-oriented leaders do in fact struggle once the bullets stop flying, what can we do to help? Sending them through the one-size-fits-all leadership development class doesn't feel quite right. They need an individualized approach.
TIME TO ASSESS
Have you taken the time to clarify the leadership competencies for your organization? Have you conducted a gap analysis based on those competencies to determine where your leaders need support (not punishment!) If not, take the first step so you can better understand your organizational leadership priorities.
HOW ABOUT YOU
Do you have one of those leaders who struggles once the action stops? What are you doing about it? Is it time to "hold them accountable;" or, is there another option to help them learn and grow?
The answer to the question of whether the same person should manage both strategy and execution is absolutely yes! But how they manage is critical. Involving the team at the beginning of the process instead of "bringing them in when we need them" is mandatory. That's right, mandatory. It's leadership that creates an environment of trust, risk-taking, and open communication. It's done with words and actions. It should be on-going and obvious.
