Managing the Job – Leadership Style

Managing the Job – Leadership Style

by Dave Curtis on 10/29/2013

in Marketing,Productivity Tools,Working SEO

Dave Curtis on Leadership Style

Dave Curtis on Leadership Style

I find it easy to lead. Workers run the business with their hands on day to day knowledge of what works and what doesn’t, what makes completing their day to day tasks easier and more effective and efficient and what makes completing tasks more difficult in each specific area. They know this now, up to date daily, as things change, and they also know where their problems lie.

Therefore I manage with meetings that produce results. I call every department in with anything to do with a problem and I also request that anyone from any department left out of the meeting who is interested because they think their department (or even just that one person in the department) has some concern that should be considered because they know of a bottleneck not yet pinpointed and generally recognized.

I then run my meetings with a clear understanding of the stated goal of that meeting.

As a manager I am looking for trust, I’m looking to be seen as impartial, I’m looking to be seen as someone who is non threatening.

I set up an easel with a pad or a whiteboard and get input from everyone. Each person needs to know that I understand that the company’s success determines their own success. Especially in hard economic times. When times are good, the better we do, the more overtime and holiday pay they can receive. The good times and the bad times are both times for them to be very much involved in the company’s success.

My job as a leader is to help them succeed. My managerial style running a meeting therefore is to help them coordinate with one another as a team. Offense and defense aren’t two different teams, they’re two different departments of the same team. Marketing and Sales need to understand how they should better integrate. What a top salesmen finds works for him with real people can help marketers avoid months or years of trial and error making one small change at a time to marketing copy and waiting to measure response. Measured marketing responses that work and are proven effective may benefit sales personnel who are used to dealing only with a limited area demographic.

Mainly my job is getting all of the problems defined by each area and out in the open. After such a discovery meeting all of the ideas are recorded and distributed as session notes with to each participant from each department present at the meeting, and everyone in the respective departments are given a copy of the points raised.

This gives anyone not present the ability to add to the list some clarification or thing left out of the initial discovery process. I strongly recommend interdepartmental communication during this post session meeting problem identification adjustment period. The next session meeting will then typically be a solution generation meeting.

The previous attendees and anyone else who has input now provides solutions to the problems. As I stated earlier the individuals behind the desks or at the production stations etc as hands on task managers know what slows them down, what frustrates them, what works and what they think will work even better. No single leader or manager knows everything better than everyone else combined. Let the departments debate the pros and cons of each proposed solution without stepping in. Leadership in team leadership means giving them their heads and not shutting them down. Leadership in team leadership means the manager plays pretty much the same rules of the chair in meetings conducted in accordance with Robert’s Rules of Order. For those who have never read and used Robert’s Rules, that job is pretty much traffic cop. Let them run the meeting, come up with the solutions, and then implement them.

So meeting number three in the session is where meeting number one has identified the problems, meeting number two has generated solutions to try out, and, after they have been tried out – meeting three is to evaluate how successful those implementations were.

At meeting number three each department discusses how well their respective bottlenecks have been removed or lessened, where other problems due to these changes may have popped up (more solutions needed), or where things are now working much better.

And this is how the meetings are run. Rinse and repeat.

  • Problem defining.
  • Problem solution generating.
  • Problem solution implementation.
  • Problem solution implementation follow up and critique
  • New problem defining etc.

That’s team leadership. It’s easy, efficient, empowering, and gets people excited about making things work and about feeling a sense of responsibility, freedom and control over their own working environments in which they half of each day. There’s management style blame if it doesn’t work, but the credit all goes towards the team. The team has a vested interest in keeping that bottom up, team management style in place because if they fail they know that manager will be replaced by a top down clamps on manager who will micro manage their lives and make their jobs hell again.

Motivation. We all say we want to hire self motivated people. This is how to create self motivation.

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