“It doesn’t matter how you do it, as long as you get there.”
Two emerging leaders’ approaches to getting a team task done
Does it really matter how you and your team go about it, as long as you produce the kind of results that are expected of you?
In exploration of this question, let me introduce you to leaders H and M.
Both are in mid-level positions, in their late 20’s — early 30’s, and about equally long in their roles.
As part of a development program, they and their teams were tasked with suggesting strategies in response to an organizational challenge.
Our first focus is on Team M.
Upon hearing the task, everyone rushed out, talking about their ideas on the way to the break-out room.
Opinions differed about the task interpretation and how to go about it, with M voicing their view quite firmly.
In the room, two people sat down quietly and looking rather confused. Another chose to take a rather long ‘toilet’ break.
Ignoring everyone else, M and three members engaged in a lively exchange of opinions.
Asked to contribute their own work experiences, everyone strove to make themselves look good; a bit better than others, and a little bit more successful. The required discussion phase turned into a succession of monologues.
Those who actually spoke seemed to listen only to themselves. “I think… In my opinion…I don’t think you can see it like this “, were the most commonly used phrases.
Throughout the session one person did not speak at all.
They fidgeted with their material, did not keep eye contact with anyone and clearly looked uncomfortable.
Yet no one made attempts to involve them.
When the time was up, M grabbed the flip chart, took a few bullet-point notes, and presented mainly their personal solutions as the group’s response to the organizational challenge.
The required task had been completed.
My questions to you, dear reader:
How would you feel being part of that team?
If the team solutions are implemented, how strongly would you stand behind them?
How would you coach M?
Our second focus is on Team H.
When given the task, everyone got up and almost quietly walked to the break-out room.
At the same time, H walked with another person to the kitchen, getting water and coffee for everyone.
In the room the team silently gathered their materials, read through the task and took individual notes.
H started by inviting everyone to take about two minutes to explain their take on the task and where their expertise was with regards to the assignment. One person kept note of these strengths on the board.
One person in the team spoke about being insecure about their lack of experience, and asked for help.
In the ensuing discussions H frequently made a point to either explain a concept to that person, asked them what they would do, or how they would feel if they were involved in that situation.
As someone finished speaking, there were a few seconds silence before questions were asked or comments made.
Sometimes there was friendly laughter.
Responses were mainly clarifying questions: “Would it be like..? Can I summarize your points as…?”, and phrases like “You make a point that I had not seen…”.
When time was up, H asked in a very structured and inclusive way about the points that should be part of the team presentation.
H presented the team’s strategies in response to the organizational challenge by referring back to whoever had contributed that point.
My questions to you, dear reader:
How would you feel being part of that team?
If the team solutions are implemented, how strongly would you stand behind them?
How would you coach H?
“It doesn’t matter how you do it, as long as you get there.”
WRONG!
Especially when working with other people, it does matter!
Leaders H and M had both presented tangible results from their teams’ work; but the processes and the experiences of the team members differed.
Let me ask you:
Which was the better experience?
Who is the better leader?
During one particular leader development program, after I had introduced H and M and their teams, the responses to those two question went like this:
“M gets things going. What’s the point of making efforts for people who are not with it or who have low energy?
“Sometimes you just have to take control. You can’t wait forever for others to catch up.
“What’s this about getting water and coffee? All this warm fuzzy stuff about being nice? H must be a woman.
“It may work for her, but not in our organization, we are all very driven and outcome-focused.”
You may (or may not) agree with some of those comments.
Here is what current organizational psychology research findings suggest, and what I noticed actually working with H and M:
- By getting drinks, H took care of people’s basic need for nourishment and demonstrated willingness to be of service to the team.
- H’s team knew there was no need jockeying for position through opinions, because there would be space for them to be heard.
- Strength-based approaches are superior to those focusing on weaknesses and shortcomings.
- Demonstrating and teaching listening is the single most effective leadership tool.
- Questions are powerful. Used wisely they open doors to clarity, creativity and collaboration.
- Leaders who help their team members shine tend to have effective and dedicated followers.
For all its energetic and driven qualities, M’s approach will be successful in rather limited circumstances.
H’s approach, in turn, rests on his awareness, flexibility, and consistency.
His leadership appears effortless.
H’s success lies in his willingness to serve his team, so they can learn, contribute and achieve together.
(And yes, H was a man 😉)
