I was working recently with a management team to improve implementation of their new strategy when a reason given for little progress was, ‘we’re too busy doing the job, we don’t have time for strategy’. In conversation, a CEO of a state organisation attributed, ‘being too busy doing’ that they ‘failed to demonstrate their purpose and value’, as the reason they were ‘merged’ into another organisation. Last year, with another client, two of the executive team of six, lost their jobs because they weren’t doing their job.
I’m therefore often struck by how many in upper management talk about ‘being stuck in the weeds’…..or ‘can’t see the wood for the trees’ …..even ‘I like to roll up my sleeves and be part of the team’. Far from being an indication someone likes to work hard and get the job done and who values ‘being ‘part of the team’, quite often these comments can signal deeper issues- a leadership challenge that needs to be addressed.
The in/on question is therefore, not a philosophical question but a highly relevant and often a challenging one, which can be posed to anyone in the organisation but particularly to those at the strategic apex, given their impact on the wider organisation. With increasing emphasis on effectiveness, performance, innovation, agility and people and well-being, it is a vital question which helps people reflect on how they add value in the organisation.
What draws people “into the weeds”?
There are a number of reasons many at the strategic apex, work ‘in’ the details, operations and implementation of the business rather than working on or for the business. Some of the issues I have observed, with remarkable consistency across sectors, include:
Trust issues – not believing others can do the job or as well as they can. But what is often going on, is a lack of ‘self-trust’, because of their comfort zone –limiting themselves to what they know, like or are good at, rather than ‘risk’ doing something new or different. As a result, they have a more limited portfolio of competencies – leading to an over-reliance on what ‘got them here’, rather than developing competencies to get them to where they need to be now or in the future -i.e., thinking and working strategically. This means that, no one or nothing is stopping them getting ‘stuck in the weeds’ –so they remain unaware that or ‘getting away with’ neglecting their strategic responsibilities.
To thicken the plot, the recurring comments from staff and middle management in conversations and workshops centre overwhelmingly on feeling ‘squashed’, like the bit of the sandwich in the middle. They complain of ‘too many cooks’ or ‘no opportunity to develop and grow. They talk about ‘lack of strategic direction and clarity as to what they are doing and why’, often leading to dis-engagement and sometimes leading to ‘burnout’ or departure.
Can anyone deliver value in this situation?
Strategic leaders need to be strategic for an organisation to be strategic. By thinking about what is best for the business as a whole, rather than focusing on one functional or operational area, you are thinking about the well-being of the whole organisation.
Strategic leadership therefore brings perspective– a wider view of issues, which can strengthen thinking and challenge ‘tried and tested’ approaches. Strategic leadership is also about direction. You can’t chart a safe and expedient course towards your destination, if you can’t ‘see the wood for the trees’. Strategic leadership can therefore be energising – giving people a sense of purpose, reminding them of their contribution, which increases engagement, commitment and performance.
You can take a number of steps to ensure everyone can contribute in a way that adds value and to think and act strategically, relevant to their role, including:
- Define Value- build a collective understanding of what it means in practice, how to demonstrate it and how to build mutual accountability and a culture focused on delivering value.
- Agree an approach to leadership that reflects current needs and future developments, so everyone is armed with the knowledge of what is expected of them, the behaviours and competencies needed to contribute valuably to the organisation. A cohesive approach can be aided by competency development programmes and coaching to help people explore trust issues and build confidence to expand beyond their comfort zones.
- Enable sustainable approaches for surfacing issues– engagement, 360-degree feedback frameworks and well-being surveys can help generate evidence. But create avenues to channel the outcomes of your ‘speak out or call out’ culture into better work practices which support strategic thinking and behaviour.
You demonstrate value, not by rolling up your sleeves and solving problems for others or by being ‘in’ the business but by creating the environment for them to be the best of themselves. If you’re doing their jobs for them, where do they go? Your knowledge of the trees and the weeds, i.e., the details of the business can help you to lead better, more strategically. Zooming out of the details to see the wood for the trees and work ‘on’ the business, brings you and the organisation many more benefits.
Changing your picture of effective leadership and how you add value at the strategic apex is the first essential step. Having an agreed understanding of what demonstrates value and represents strategic thinking and behaviour is also essential. Zooming in on yourself and reflecting honestly on where your focus is, is a critical first step.
So, where are you now, in or on the business?
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