Leadership on the Field of Play

If you have children, or even if you just observe their behavior, you have undoubtedly wondered on occasion, “Why did they act that way?   What were they thinking?”   The answer is deceptively simple.   They were acting within the limits of what they know about the world and how it works—their “logic bubble.”   For instance, if a child does not understand how to use a bottle opener to open a soda, they may try an alternative  means to access said bottle —with a predictably bad outcome. As a leader, especially in a new position, it may seem that employees—or even a whole organization—are acting illogically or stubbornly in ways that make no sense. That might be true.   But probably not.   More likely, you are encountering a cultural “logic bubble,” a way of working that makes perfect sense internally, but not perhaps to someone from outside.   The challenge is to figure out the logic system.   If you can accomplish that, you have a sh...

Leadership theory is full of “push” and “pull” methods for getting your team to move.   But often momentum can be gained from creating impetus internally in the team and letting it take its natural course, hopefully in the direction that you had in mind.   If the team feels as if they have made the decision on how and where to move, you are a success as the leader. Leading from the middle can also have the benefit of allowing you to take the temperature of your organization.   Calling your team into a room to work through an issue can be cathartic for everyone, including you.   It is an opportunity to touch base with your mission, and to revisit the fit of form to function.   It is also an opportunity for the team to refocus and bond in a common cause.   Finally, as a leader, it is an opportunity for hands-on interaction with your team.   You may find that all of you together are smarter than any one of you.

....That You Are Unwilling to do Yourself Being willing to take on hard jobs will help you develop this trait. There are always hard decisions to be made and bad news to be delivered.   Many leaders delegate this duty, or use email as a distribution tool. This is tempting, but ultimately self-defeating. It alienates employees and erodes trust in leadership. Keep in mind that nothing is impossible for the person who doesn’t have to do it. Your team has to see that you are prepared to take on unpleasant tasks when it is necessary and appropriate.   Personal and visible action is most vital and most appreciated in tough times. Good leaders understand when they must take the initiative to be the bearer of unpleasantness.   And they understand that bad news is best delivered in person and directly.   The recipients will appreciate it, even though they may not like it, and others on the team will respect the initiative and learn from it....

When you are new in a leadership position, you are replacing your predecessor, for better or worse.   In either case, don’t get snared in the trap of trying to fill someone else’s shoes.   If you expect your team to follow your lead, they should see YOUR footprints, not just a continuation of the past.   This does not mean a wholesale change of style or approach.   But it does mean that the team will expect to see your own imprint on the organization. This is where having looked at form and function will be helpful.   If you understand the mission and vision of the organization, and you see why it works the way it does, you can implement change without devaluing the status quo.   Working from what already exists provides stability and reassurance to your team.   This in turn gives you a better line of sight into the organization, to help you determine the direction in which the footprints need to move. It is good (and humbling) to...

Tip #1:  Do Not Embrace Complexity:  Shave With Ockham’s Razor It is often the case for leaders, especially new ones, that processes and procedures   seem unnecessarily complex.   Don’t just accept this.   It may be that you need to better understand unfamiliar systems.   Or it may be that complexity is masking inefficiency, disorganization, or years of incremental modifications to systems that once were relatively straightforward.   Looking for a simpler way to do things never hurts but is never easy. As a leader, it is part of your job to confront complexity and seek simplicity.