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Leadership Development Management Training Professional & Management

Action Centred Leadership 2: The ‘Task’ element

Welcome back to our series on Action Centred Leadership, where we explore the principles and practices of effective leadership. In this blog we delve into the “Task” element of the Action Centred Leadership model.

Action Centred Leadership The Task element

If we refer to the ‘Action Centred Leadership’ diagram above, where should a manager spend most of their time?

Certainly, pre-Covid, the majority of managers might have said (in order) ‘task, team, individual’, meaning that they focused on the tasks and objectives, rather than the individual.

This is also because the focus from upper management is often on KPI’s and targets as that is what they are measured against, and these normally align with any tasks.

The Task Element breakdown

Parts of this element include;

    • Why are we doing this (is this the best way, does it align with organisational goals?)
    • Planning and plan B creation (what alternatives do we need, and when will we need them? e.g. if resources are not available)
    • Controls and safeguards – what risks and challenges are we likely to face and how can we manage those. Recognising that we should not expect things to always go to plan.
    • Monitoring progress against the plan, and understanding why there are deviations (what Lessons have we Learnt?)

Action Centred Leadership The Task element

What’s Changing?

Post-Covid, however, and with the rise in hybrid working, organisations are much more aware of employees’ needs and, indeed, employee expectations are for a much more personal approach. This may vary e.g. in manufacturing and production industries.

The advantage is that by balancing with time spent on the individual, the individual will be motivated to get the task done to a better quality, than if the focus is purely on getting the task done. Employees may rush through, just to tick a task off.

Where possible, it is also important to identify the right person(s) for the task i.e. does the task fit with their development needs, and is it seen of as ‘of value’ to the employee. Again, this ensures ownership and a better buy in from the individual.

Are there opportunities for teamwork or co-working (or buddying)?  This is especially good for larger tasks that can be broken down.

Action Centred Leadership The Task element

SMART Goals (Doran, Miller & Cunningham)

These are useful in communicating and aligning the individual and team needs to the tasks. They should be used as a discussion framework to define the responsibilities and accountabilities of a task, set expectations, agree standards (such as ‘success criteria’) and ensure buy in from others, and gain a clear understanding of the importance of the task and its challenges (in which case, suitable support can then be agreed).

Often forgotten are the expected benefits of any successful completion. This is related to the ‘why’ question earlier, but can be analysed after the event to see if the projected benefits (or additional ones) were attained – or not ! (in which case, what are the impacts?)

Other business models, such as Stephen Covey’s ‘Time Management Matrix’ can be linked to help prioritise tasks.

While not expressly identified, links and interactions with other departments (incl. upper management) and key personnel (external SME’s?) need to be identified as they may play a part in any reviews or reporting.

Keep an eye out for part 3 coming soon – we will be having a look at the “Team Element.” – this will explain the components of it, as well as challenges managers face in their working day!

Further reading

Part 1 of this series

3 Skills for New Managers

Introduction to Management Infographic

Categories
Leadership Development Professional & Management Professional Development Soft Skills

Unlocking Leadership Success: Power of Positive Persuasion

In today’s fast-paced and diverse business environment, the art of persuasion is more critical than ever for leaders. It forms an important part of their communication skills arsenal. It’s not about swaying others through deceit or manipulation but about genuine communication and mutual understanding. Persuasion, when practiced with authenticity, can foster collaboration, inspire action, and drive team success.

Unlocking Leadership Success: Power of Positive Persuasion

Here’s how you can harness this essential leadership skill:

1. Active Listening:

The foundation of persuasion is understanding the needs, concerns, and motivations of your audience. Active listening involves not just hearing words but also empathising with the speaker’s perspective. When you truly listen, you can tailor your approach to address specific needs and objections.

2. Establish Credibility:

Before you can persuade anyone, you must establish yourself as a credible and trustworthy leader. Consistency in your words and actions, expertise in your field, and a reputation for keeping your commitments all contribute to your credibility. When your team trusts your judgment and integrity, they are more likely to be persuaded by you.

3. Adaptability:

Effective managers recognise that different people have different communication styles and preferences. Adapt your approach to suit your audience. Some may respond well to data and logic, while others may be more influenced by emotional appeals or anecdotes.

4. Clarity and Conciseness:

Complex or elaborate messages can undermine your persuasive efforts. Clear and concise communication is essential. Be prepared to put your ideas into simple, understandable terms that resonate with your audience. Avoid jargon or technical language that may alienate or confuse.

Unlocking Leadership Success: Power of Positive Persuasion

5. Building Relationships:

Strong interpersonal relationships are the bedrock of persuasion. Take the time to build trust and rapport with your team members. Show genuine interest in their well-being and be approachable and accessible. When your team feels a personal connection with you, they are more likely to be receptive to ideas.

6. Use Storytelling:

Human beings are naturally drawn to stories. Use anecdotes and real-life examples to illustrate your points and make your arguments relatable. Stories engage emotions and can leave a lasting impact.

7. Highlight Benefits:

When presenting your ideas, focus on the benefits and advantages they bring. Explain how your proposal will solve problems, improve efficiency, or contribute to the team’s success. People are more likely to be persuaded when they see the direct value of your proposal.

8. Address Objections:

Acknowledging and addressing objections head-on can enhance your credibility. It demonstrates that you’ve considered all perspectives and have well-thought-out responses.

Unlocking Leadership Success: Power of Positive Persuasion

9. Use Social Proof:

People are influenced by others. Share success stories or examples of how your proposal has worked elsewhere or highlight the support your idea has received from respected colleagues or experts.

10. Timing is Key:

Consider when it’s best to present your ideas, think about the team’s workload, current circumstances, and even individual moods. Present your proposals when your audience is most receptive.

11. Practice Patience:

Don’t become discouraged if your ideas aren’t immediately embraced. Be patient and continue to build your case, addressing concerns as they arise and adapting your approach as needed.

Conclusion

True persuasion is an essential facet of impactful leadership. It’s not just about getting your way but about bridging gaps, fostering mutual respect, and guiding your team toward shared visions. As you hone these skills, you’ll find not only more success as a leader but also deeper, more genuine connections with your team. Embrace persuasion, and empower your leadership journey.