What are you leading? It might seem a simple, even obvious question to ask but it may cause many of you to stall. You might even answer ‘I lead this department’ or ‘I lead this organisation’. However, this question is far from simple, obvious and easy to answer. A vital word is usually missing in the answer. You are not leading organisations, divisions, programmes nor strategies, you are leading people. By not ‘naming’ people you are distancing yourself from what you are actually doing, leading people.
Unfortunately, not all people in leadership positions realise that their role requires a combination of people and process management skills to ‘get things done’. Many disciplines, such as change management, strategy and project management provide not only the structures and plans for planning but recognise that these alone do not generate results. It is the focus and value placed on people which generates results.
What makes the people bit so important?
Research and experience indicate that if people are happy at work, they give more of themselves. If they are involved in determining the focus of their work, they are more likely to follow through with energy and focus. If they are included in discussions and decision making, they feel valued for their perspectives and expertise. Involving a broader range of perspectives and expertise in decision-making, strengthens creative thinking and collaborative and innovative practices. Research also indicates that when managers and leaders focus more on people, organisations experience increased efficiencies, reduced absenteeism and fewer formal processes around grievances.
Focusing on people is so compelling, yet not enough managers build effective relationship and people management skills. There are a few key reasons for this.
- It’s difficult and takes time
You need a wide portfolio of people skills to build relationships effectively with a broad range of people. These take time and effort to develop and enhance. Many rely on a skillset that has worked for them to date, which is easier than going through the challenge of learning and improving. Until you see relevance in something, you won’t ‘find’ the time to develop the requisite skills to be effective.
- They associate leadership with position
Many believe that ‘respect’ derives from the authority of their position and this suffices for getting things done. While they may indeed be able to deliver on goals through authority, we know from research that people who demand respect because of their position tend to be less effective than those who earn it by competence and humanity.
- People are seen as an ‘add on’ to the job
Many see the ‘people’ side of their role as an ‘add on’, or something they have to do in addition to their ‘real’ role. They fail to understand that it is actually people who deliver the plans, goals, strategies and programmes that they are leading.
The shift in focus from using positional power to (inter)-personal power, in order to work with and through others, with trust, understanding and collaboration, will be a ‘game-changer’ for many. What can you do to shift your focus to lead through people more?
- See Leadership as a Team Sport
Leadership is not a ‘one person’ show but a team effort and culture or way of behaving. It is not possible for one person to have all the answers and to go it alone. Effective, dynamic leaders realise their limitations. They work together with others by drawing on their various strengths and then often get out of their way to let them do it.
- Focus on the right things – create the environment for people to perform
People perform better when they enjoy what they are doing. Managers often focus on ‘getting things done’ and not on the learning or benefit of what they are doing. Focusing on performance itself doesn’t improve performance (Gallwey) but focusing on developing people and their capabilities to allow them to be the best of themselves, gets better outcomes. A more positive management environment for everyone is when you connect with people and encourage them to generate their own energy and commitment to goals.
- Deliver value through empowerment
The more you empower your team, the smarter you can work. You can break the cycle of overdependence on you by shifting power and responsibilities over to the team. Empowering others gives them a focus and you can re-direct your time and energy to add value in different ways (Stanier).
A strategy or plan, even a good one, cannot implement itself. It needs the concerted effort of all those involved. Leadership is critical to channelling that effort towards a relevant and common purpose. The level of engagement or discretionary energy needed to deliver well, results from people feeling a sense of belonging and being part of something bigger than themselves. It is therefore people who impact organisational performance. They need to feel valued as the most critical asset in an organisation.
People leadership is challenging at times but important to get right and rewarding when you see the positive impact you make with just a little effort.
What will your answer be when you are next asked what you lead?
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