Thematic vs. Hands-On Leadership

A manager can provide thematic leadership when on the command deck while the crew mans the guns and gets the work done.  But that same manager also needs to be able to and willing to role up his sleeves to do the work when needed.

The troops need leadership, and they also need to know their leader would join along side them if needed.

It reminds me of the story about the battle leader who proclaimed he could win over his opponent and that his army would do anything for him, because he knew they were each ready to give their life for him.

The battle leader's opponent knew different.  "It is my troops that are unstoppable, because each of them know I am willing to give my life for them.

Dinner With Tony Soprano

On HBO series "The Soprano's," did you ever notice how many times Tony had his "family" (a.k.a. employees) over to his home for dinner?  BBQs, formal dinners, and parties.  All intended to "build his team," honor them, and get closer to them.

It's something so many team leaders forget to do these days.  There's nothing quite like a little socializing with working partners while breaking bread (just be sure your team isn't out breaking legs--like Tony's guys).

It won't work if you overdue it. But done genuinely and in the right doses, it'll be enjoyable anyway--and it'll all work out.

In the rush of driving results and getting things done, be sure to make time to slow down and enjoy the people with whom you work.  They'll see you in a different light, and sometimes that's a really good thing.

Select Your Crew, Get Rid of Mutineers, and Harness Everyone's Strengths

It is so tempting.

You arrive as a new supervisor or manager in a department or division.  And the first thing you want to do is to "change things" and make your mark and make a difference.

You learn the business, you go see some customers, you design some new programs and "ways of doing things," and within 30-90 days, you LAUNCH your new plan.

And in 90 more days, you haven't reached your goals and the results are not that much different.

Why?  Because you started with tactics, programs, and measures.  You didn't start with the people.

Jim Collins said it better than anyone in Good to Great.  First, you:

1. Get the right people on the bus
2. Get the wrong people off the bus
3. And get the right people in the right seats

But assessing, working with, and adding or eliminating people take up valuable time, right?  Yup, sure does.  "I'll figure out the people part later, but for now--I've got to change somethings and satisfy my boss!"

In extreme cases, you have to step aboard and make immediate changes.  Like the ship's First Mate who takes over for a Captain wounded in battle.  If he doesn't put out the fires, plug the leaks, and grab the wheel with both hands--the entire ship and crew are in trouble.

But unless your ship is on fire and leaking water, you need to first CAREFULLY select your crew, and in particular--the leaders of that crew.  You need to remove the mutineers and leave them on shore.  And then you need to see to it that everyone on the ship is doing the job they were born to do--which might not necessarily be the job they're in now.

When the crew is right, only then can you chart your course, raise the sail, and head North with the confidence that you are all a team committed to one thing: the destination.

Give...What You Expect (or Need)

I call it the mirror effect.  It's the principal that states:

1. What you aren't getting and want...is what you need to give.

2. And what you get and don't want...is likely what you're giving.

3. And what you want most over anything else...is exactly what you need to give.

This has implications for personal relationships.  And the same principal of "the mirror effect" is just as applicable to business relationships.

1. If you're not getting loyalty and commitment from customers...your company probably isn't bathing your customers in the same.

2. And if you get employees who are putting in 70%--it is likely because you're not giving 100% of your best to them--personally, professionally, and treating them as your most valuable resource.

3.  And if you don't receive the absolute best products and prices (treatment) from your suppliers....it's probably because you make extreme demands and don't pay on time (again--the word is treatment).

There's a simpler way to act.  Follow the Golden Rule.