Category: Leadership Development

Flex your approach

We all have preferred ways of working, and managers and leaders will have preferred ways of managing and leading. If you’re not sure about your preferred style of leadership, it’s usually the one which emerges when you’re under pressure! Not thinking first, just saying and doing, with mixed results! This is where a leader’s ability to be adaptable and flexible when faced with different situations becomes vital.

There are a range of leadership styles at your disposal, and only one Golden Rule: It depends!

 

The above model is a sliding scale or continuum. It compares the amount of authority a manager might use in certain situations, with the level of freedom to contribute given to the team members. As we move from the left to the right, the manager’s use of their authority recedes, giving the team more freedom to join in and feel more involved in the situation.

Let’s consider the range of leadership styles this presents us with:

Tell

A very directive style; the manager’s use of authority is total. This is the one-way flow of instruction – the manager states what, how and when and the team complies. It’s that simple! Many managers are aware of this style but refuse to use it: ‘Oh no, it’s just not me! I could never be like that!’ Well, here’s the hard truth: sometimes, this needs to be you. Telling people what to do can be the best approach, e.g. when time is short, or there is an emergency or crisis and swift, decisive action is needed. Or, you’ve tried the other styles and nothing else has worked! New starters will be happy with this style, as they’re new to the role and need direction. It can be applied in a polite and respectful way, it’s not about shouting at someone, but it is the one-way flow of instruction, no doubt about that!

Sell

A similar style to telling, but the manager gives the team not just the what, how and when, but also the why, i.e. the reasons behind the task and the background are explained. This is better because the team now understands more, and can buy-in to the task: ‘Well, I didn’t know that, but now you’ve explained, ok, I’ll do it’. Don’t just tell it, sell it!

Consult

‘Hello team, there are a number of jobs that need doing. I do have a few provisional ideas regarding how I’d like them to be completed, but I’d also like to know what you think. What you tell me may or may not change my original thinking, and ultimately I’ll still be making the final decision re-task completion, but I’d still like to know what you think.’

Participate

‘Hello team, there are a number of jobs that need doing and I don’t really have any thoughts re how we’re going to tackle them. Tell you what, let’s decide together.’ A very democratic leadership style!

Empower

‘Hello team, here’s a list of jobs which need doing today. Let me know when they’re done. Thanks!’ This style works best with more experienced team members.

 

Conclusion

Any one of the above styles could be the correct approach in a particular situation. It’s all about your ability to take a step back and then decide on the best style to use to achieve the best result. With some people you’ll be telling, with others you’ll be selling, and with some you’ll be empowering. As long as you’ve thought about it first, there’s never a wrong answer!

Stages of team development

What’s a team? How about ‘a group of people working together to achieve a common goal or objective’? How does that sound – not bad? And if you like the definition, do you have a team? If the answer is no, then how do you get one? Questions, questions! Let’s look at some answers!

In 1965, Bruce Tuckman shared his 4 stage theory of team development with the world. Poetry lovers were ecstatic, as all the stages rhyme! Here’s the model:

Stage 1: Forming

The birth of a team! A new team is brought together, probably due to business needs – it may be a permanent or temporary team. Initially there is a lack of clarity regarding the team’s goals and individual roles and responsibilities. Team members experience some excitement, but mainly fear and uncertainty about the future. Productivity is, unsurprisingly, zero. The leader’s role is to provide as much information as possible, clarifying goals and roles, managing expectations, giving the team direction, but also legitimising anxieties and reassuring them that it’s all going to be ok. Let’s get this team up and running!

 

Stage 2: Storming

A turbulent stage in the life of any team! Some teams never get past this stage. Thanks to the leader’s interventions, some team members are happy and settle down to work – but not everybody. A pecking order has been established, and some people are not happy with where they ended up. They question the leader’s authority and meetings are plagued by sarcastic and unhelpful comments. Cliques form and conflicts arise – the team becomes polarised. Productivity plummets. The leader’s role here is to reinforce the team’s goals, discuss conflict-related issues and find solutions, and remind people they are part of a team and should act as one.

Stage 3: Norming

Norming has broken (sorry)! Differences have been resolved, people accept they are part of a team and are starting to work well together. Productivity is on the way up. This is clearly a good place to be and the leader’s role is to reinforce this by delegating tasks whenever possible, delivering regular feedback (both positive and constructive), and providing training and development so staff have the skill and the will to do a great job. This should create the momentum to carry the team to stage 4:

Stage 4: Performing

Often referred to as an HPT (High Performing Team), the team is self-sufficient and there is a high degree of autonomy. Team members support each other and enjoy working together. Productivity is very high. The leader may adopt an ‘eyes on, hands off’ approach – monitoring the team’s progress and only intervening when necessary. Unnecessary interference would not be appreciated! The leader must also ensure the team does not become stale or bored – members must be kept energised and excited by the setting of stretching goals. It’s not what can they achieve, it’s what can’t they?

 

A final note of caution

If you have created a performing team, then well done! But please bear in mind that once your team has reached stage 4, maintaining that position can be the hard part! Teams can regress – for example, personnel changes, either minor or major, can cause the team to fall back and you may end up storming again, or even back at the forming stage! Monitor your team and be aware of which stage they are at. Then, implement the necessary actions to get them to where you want them to be. Good luck!