Leaders Help Their Teams Deliver
Helping teams deliver is about superior execution and important conversations along the way.
It takes a committed leader to do it well.
What we do
The way includes engaging individuals in continual conversation in how we deliver successfully. The shepherd leader earns permission to lead making healthy dialog around commitments easier.
At times, behavior change and growth are required to achieve team and organizational goals.
Most change comes over time but always starts with a decision followed by commitment. The adoption of a new approach takes time. The best leaders get it. We understand we can't make anyone change. Some that lead might try "laying down the law" and achieve temporary results. The keyword here is temporary.
When we resort to playing the I'm the boss card, we lose.
When we fall for this appraoch it should trigger us to reflect and revisit how we are leading our self.
The first principle of shepherding is self-leadership. When we lead ourselves well, we can lead our teams well. We have what it takes to make change. We've only to remind ourselves.
Realizing we still have room to grow is healthy. Failing occasionally and admitting it helps us live more generously and give grace regularly.
My assertion:
Employees feel apprehensive about receiving feedback requiring them to change. Most feel they are doing the right things the best they can. Messages not affirming their belief have the opportunity of being received negatively.
Considerations for those wanting to shepherd their team
Be helpful
One responsibility of any leader is to be helpful. We remove obstacles. We avoid erecting them.
In these conversations, our people must know that we understand our responsibility to help.
This doesn't mean we do their work, but it does mean that we are accessible, provide appropriate guidance, and affirm them when they are on track.
Show positive intentions when providing feedback
It is helpful to share what the conversation is about. Remind them how you feel about them and their importance to the team. Do tell them how much you appreciate them for who they are and how they contribute, but get to the point.
Focus on the important
People looking to improve struggle to change more than one area at a time. This means that all our preferences on what we would like them to do must be set aside to focus on the most important.
Agree to make our conversation about one material thing that will make a difference and stick to it. When we are helping our people get better, it is not about us; it is about them.
Provide examples in context
When providing feedback received from other team members to a particular individual, it should be in context and relevant. Take time to learn the whole story.
If we learn something seemingly contrary to our team member's character, our first response should be curiosity. We ask open-ended questions to learn more before deciding what action to take (if any).
When we do, the outcome can be a deeper understanding of our teammate's values in action. It can also strengthen the team as they realize we are willing to take time to learn their perspective.
Image provided by Splash (Alexander Ramsey )
Provide pathway to action
Unless this is an evaluation, avoid unactionable feedback.
For example, if the conversation is about a project that ended poorly and we need to talk about it. An unconstructive way to present this might be to tell the employee that the project failed and ask them what they are going to do about it.
A better way encourages individuals to identify areas especially challenging for them. Doing so lays the foundation to identify actions they might take now to be better prepared in the future.
The best managers find new opportunities for them to practice these areas and growth.
Making change stick
When we want to see a change in our team members, how we frame the conversation is important. Having built relationships based on trust, we have earned permission to speak into their lives and offer them our perspective.
We understand enduring change occurs when the individual commits to new ways because they feel it is in their best interest.
Conclusion
People have value. Leaders that others want to follow leave people in a better state than when they found them. They do this through forging trusting relationships. Listening, caring, and helping set them on a better path when they need it. Our motivation coming into every conversation should be how we can add value to this individual. We help our teams deliver through shepherding them and making necessary changes along the way successfully.