Monthly Archives: June 2013

Leading From Behind

In retrospect, the ambitious project was probably a test. The project manager’s boss wondered about his ability to lead from behind. In the past, his creative mind and boundless energy had distanced him from his teammates. Often, his pace and focus prohibited him from hearing feedback or seeing alternate perspectives. The test project would become a tipping point for his career since it could only be accomplished if he was able to empower the leadership of his peers. Not surprisingly, he got off on the wrong foot.

Innovation was his strength. New ideas jumped out of his head and were swiftly modeled for delegation and implementation. In previous projects, he could create chaos and then hand off accountability to those most influenced by the change. The IT guys would handle the technology challenges. Human Resources would sort out the people issues. Marketing would find a way to package and promote the new brand. Operations would design processes to support the new way of doing business. In the meantime, the project manager could dive into his next invention unaware of the fire drill he had ignited.

The test project required collaboration instead of delegation. The only way to move forward was to gather key information from experts. At first, the project manager’s peers were reluctant to play along. Recent history made them wonder who would perform the labor and who would receive the credit. With a deep breath and a dose of courage, one of his peers decided to speak up on behalf of the team. Respectfully, she laid out the evidence of his blind spot. She invited him to consider her frame of reference. Slowly, he lowered his guard and experienced the world through her eyes.

At first, he beat himself up for being oblivious to the impact of his single-minded focus on the people that mattered most to him. While he hadn’t intended to cause them pain, it was now clear that his actions had resulted in their struggle. Beyond taking accountability and offering an apology, all he could do was be different in the future. He asked his brave colleague if she would be willing to monitor his change effort and alert him of any transgressions in his new commitment to collaboration. She readily agreed.

His transformation was subtle but effective. In addition to the successful completion of the project, the buzz around the agency echoed the news of the project manager’s maturation. The project had been completed without chaos or fire drills. Everyone felt included and teammates shared recognition for a job well done. Most importantly, the quality of the outcome reflected the collective contribution of the entire team.

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Reshuffling the Deck

She loved the company. The culture was an ideal fit with her natural enthusiasm and free-spirited personality. Autonomy was encouraged and rewarded. Compensation was competitive and there was plenty of room for growth. With a few notable exceptions, the majority of her co-workers shared the same level of engagement with their jobs. For the unhappy few, leaving was the only way to address the daily drain of the micro-managing supervisor whose oppressive behavior, for some reason, had remained below the radar of senior leadership.

As key talent accepted the offers of competitors, routine exit interviews unveiled a theme. Leaving was a difficult but necessary alternative to enduring the undermining effects of stifling management even though this supervisor was an aberration amongst otherwise empowering leadership. Soon, the undercurrent of dissatisfaction captured the attention of someone with decision authority in the organization. A small amount of investigation was all that was needed to diagnose the problem. The supervisor was not a bad human. He just lacked management skills.

Rearranging the organizational chart was relatively easy. Shifting reporting relationships enabled affected employees to be repositioned under a more mature and developed manager. It also permitted the less experienced manager to be placed under the mentorship of a seasoned leader known for her stewardship of the organization’s rich culture. If the young supervisor had the motivation and capacity to learn and grow, the opportunity would be ripe.

Play the hand you’re dealt. Finesse your strong cards, maximize the value of your weak ones, and keep an eye on the discard pile. Sometimes, reshuffling the deck opens some unexpected options.