457: Competing Perspectives On Leading

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

When we think about leadership what is the perspective we are taking? There are many ways of thinking about this, but today let’s consider some different perspectives which create tension for us as leaders. “Make sure everyone follows the rules and we will get ahead”, sounds like reasonable advice. Compliance, regulatory rules, internal systems, standard operating procedures all push us in this “conform” direction.

“Break all the rules, innovate, practice shoshin – the beginner’s mind – and let’s start with a blank sheet of paper”, sounds like reasonable advice. Freeing our people from group think, conformity, too many proscribing rules, pushes us in non-conformist directions. How can we hold these two countervailing thoughts in our minds at the same time and lead others, all the while providing a clear direction?

Usually, we are promoted to leader because we followed the rules, did a brilliant job on our accountabilities and have proven we can be trusted. We are told to take care of others now and don’t screw it up. Our natural flair and improvisation worked well for us, but our team are not like us. They like rules, certainty, clarity and they don’t like accountability. The easiest thing in the world is to do nothing new. Instead maintain this microcosm of the corporate machine we have been given to run, as it is and just ensure it keeps doing what it has always done.

This would be fine, except there are troublemakers afoot. They work for our rivals and they are focused on their people’s creative potential, beyond the constraints of the maintenance of existing processes. They inspire their people to step up. It is so unfair. They want their people to keep what they have today and do even more to create a different and improved tomorrow. They cheat. They empower their people by encouraging experimentation, risk taking and can you believe it, treating mistakes as educational opportunities for personal and organisation growth. Ridiculous.

The other annoying thing they do is focus on leverage. They believe that their job is to do everything they can to help their team be successful. They are delegating important tasks. This is particularly annoying because we tried delegation ourselves once and it didn’t work. Somehow their people see the delegated tasks as an aid in their own career development rather than an imposition of the boss’s tasks.

Now why is it they have time to spend coaching their people? We are way too busy over here for that type of activity. We are concentrating on getting our own work done and expect the team to do their share, after all that is what they are getting paid for, isn’t it? Being player/managers we have clients and we have our own work to get through. As the leader, we also have to set the right example in order to bolster our own grasp of the mantle of leadership. Our production is an constant example to others of what they should be doing.

Now, we are not against coaching our people to help them become more effective, but where is the time for that? Every moment we are doing, we are not coaching and vice versa. We are trapped in a loop. We have to keep pushing in our own work to make sure the team delivers the overall numbers. Sometimes this feels like the axeman who doesn’t take the time to sharpen his blade, because he is too busy chopping into tree trunks. Each swing of the blade becomes less and less effective, but the chopping effort continues unabated.

So as leaders we have two delicate balances to manage simultaneously. We have to work out how much leeway we give people to stray from the tried and true processes? How much error are we prepared to endure in the pursuit of innovation? How do we keep the wheels of industry turning properly, on time, on budget and at required quality, but still allowing for experimentation to occur? Are we in danger of confusing our team members with a rash of mixed messaging?

Also how do we balance our time allocation priorities? How do we make time for the team to develop them when we have our own heavy schedule driving us without relent. Another daily struggle for balance and this encompassing our most valuable leader resource – our personal time.

Our focus on people versus process and leading versus doing, are competing perspectives and as leaders we have to find the right balance if we are to be successful. Are we even aware of these different perspectives though? If we are not, then the very basics of leadership are not being covered and we have a serious problem we need to work on.