business builder human resources
It takes partners
to lead growing
companies well
by Diane Hinds
WHEN YOU HEAR the word ‘leader,’ what pops into your head? If you are like most people, the first image that comes to mind is a powerful, charismatic person doing something dramatic — such as a military officer leading troops in battle, or an inspirational speaker rallying a group to action.
But most of us, when asked to identify an effective leader we respect, describe a different image. We talk about someone who is a mentor, or someone who facilitated a group process, or a person recognized for contributing to a community.
It is these effective yet ordinary people who garner our respect, rather than individuals who resemble the lead roles in action-adventure flicks.
An effective leader isn’t always the one standing on the podium basking in applause, but instead may be the unassuming person who listens more than talks, who questions more than tells, and who involves people rather then dictating to them.
Some current management theory authors assert that one person can no longer make all the right decisions and set strategy for an organization. Leadership must therefore become a shared responsibility. Organizations that not only endorse shared leadership, but also practice it consistently, will make better use of the leadership capabilities of several individuals, instead of relying on the skills of a single person.
Delegate and assign
Sharing leadership doesn’t mean the head of an organization abdicates responsibility — instead, as a matter of choice, the head delegates accountability to others for various aspects of leadership. That person creates leadership partnerships.
Delegating leadership of sub-sections of the organization or assigning responsibility for important projects or initiatives ensures that top executives or owners will not be spread too thin and that others in the organization are given the opportunity to contribute.
Woodrow Wilson said it well: “I use not only all the brains I have, but all that I can borrow.” Effective leaders not only work to hone their own skills, but also find ways to “borrow” the talents of others.
A partnership implies a mutual dependency and sharing of rewards and consequences. It fosters a “we” approach to problem-solving and makes people feel that they are not only participating, but also that they are responsible for outcomes. Effective partnerships can create results that exceed those achieved by individuals acting alone.
Leadership partnering calls for top-level leaders and owners to focus on helping others develop their leadership skills. As a partner at PricewaterhouseCoopers said, “Today’s leaders need to be adept at making decision-makers, not at making decisions.”
Owners and executives need to provide others with opportunities to practice leadership. They need to craft the proper balance between (1) having others make decisions and realize the rewards and/or consequences of their actions, and (2) providing guidance and a safety net to avoid severe losses for the organization.
Finding the proper balance is an art, one mastered by effective leaders. They know when to offer suggestions and when to let the individual muddle through their dilemmas. Emerging leaders who are never allowed to take on a task where they might fail never learn critical elements of leadership – assessing and managing risks.
It takes practice
Those seeking leadership need to actively strive to increase their capacity to lead. Professional employees who want to advance to leadership roles need to feel accountable for their own and other’s actions. They must practice their influencing skills and learn how to control without being controlling. They need to master the art of engaging others and seek opportunities to take on additional responsibilities.
In the spirit of leadership partnerships, many current authors provide guidance on how to get things done rather than how to command attention. This is particularly evident in the work done by Jim Collins in Good to Great. He describes the leaders of those few organizations that have been able to achieve and maintain greatness as “level 5 leaders.”
Such leaders are not concerned with recognition for their own achievements but focus their attention on what the organization has accomplished. Collins tells us that most of these leaders are quiet, unassuming individuals who are embarrassed when asked to talk about their accomplishments.
Another emerging trend in leadership is the focus on the interrelationship between leadership and innovation. Leaders are in a position to foster or squelch creativity among their employees. Too frequently, leaders are reluctant to take the risks associated with innovation, and this is the antithesis of how they should be operating.
More than ever, organizations need creativity. Any venture into innovation carries with it risks. Knowing one will be supported and not blamed may be a key to fostering new ideas.
Support the new
Executives or owners who partner with innovators combine the power of a new idea with the authority to make something happen. Employees who trust that their leaders will support them if they try something new that doesn’t work as planned are more likely to suggest better ways to do things and look for opportunities for improvements, than those whose bosses are looking to blame someone when something doesn’t meet expectations.
Leaders who see themselves as partners with their employees when they venture into untested waters will reap the benefit of new ideas suggested by employees willing to think creatively.
Of course, leaders still need to be personally responsible, but they do not have to be “lonely at the top.” Engaging others in leadership activities maximizes the use of a most important resource, the talents and skills of other managers and employees in the organization. The changing demands of the world of work will reward those who master sharing leadership and creating leadership partnerships.
[contact] Diane Hinds is director of organizational effectiveness at Employers Association in Plymouth, which offers training and human resources consulting to member companies: 763.253.9184; dianeh@employersinc.com; www.employersinc.com
