Who’s in charge, here ?
The debate about working from home or the office has many aspects. However, for some company leaders it isn’t about where they work. It’s about control. Some leaders fear losing control if their team is out of sight.
Yet Covid is only accelerating a trend which was visible long before lockdown. More and more businesses have moved away from top-down management, towards a more inclusive, collaborative and enabling business culture.
This expresses itself in different ways. Most obviously it’s found in the increasing adoption of target setting by all, in which staff and middle managers take responsibility for setting their goals. However, this has been matched by a move away from a narrow focus on skills and training towards broader learning and personal development.
Direct or enable?
For businesses, these changes to goal setting and training are about enabling people rather than directing them. The belief is that if people take ownership of corporate targets and responsibility for their own development, they are more likely to be fully committed to achieving them. There is also good evidence that younger workers respond better to this ‘enabling’ culture and that staff turnover falls. For many businesses being able to retain key people is a significant gain.
The US and British army have very different learning cultures
A good - if surprising - example of these different approaches is between the British and US armies. You might think that command and control was inherent in all military training. Yet the British Army’s basic training has always sought to instill initiative as far down the command chain as possible. By contrast the US Army has always focused on specific skill training, rather than equipping soldiers to take their own initiative. The result is a very different culture within each army.
Empowering your team
So, what organisational culture does your company have? Do middle managers await to see what the CEO thinks? How are company targets set? Do team leaders tell people what to do next? Or do team members feel able to take initiative?
Clearly there is a balance to achieve between effective decision making and involving people in those decisions. The hilarious chaos of Dad’s Army often rested on that comedic tension.
Yet, as I explore in my coaching, there are ways for CEOs and business leaders to enable their people to grow, whilst retaining the authority to ensure the business prospers. Here are three ways to start that process.
Ask and listen
Energetic leaders know what they want to do and how to get there. I recently coached an experienced executive who had drive and purpose, but was struggling with his team. He complained they would sit back and wait for him to drive everything.
Whilst there may have been some laggards it became clear that his style didn’t allow for others to think for themselves. After a while he realised he need to create space for them to think and express their ideas. He learnt to ask questions and listen. He was pleasantly surprised by their response.
2. Do as I do
Leaders need to lead by example when trying to change their organisation. If you are trying to encourage people to adopt new approaches to learning and skills you need to lead the way. By showing your personal commitment to change you will send the clearest signal about what others need to do.
3. Focus on outcomes
Some executives I coach the sense of losing control really worries them. For some this is about their own status or self-confidence and sessions where we have explored this have often proved cathartic.
However, the broader point is helping them realise that they need to refocus their attention and that of their team, away from inputs and towards outcomes.
So, whether you are trying to resolve whether to work from the office or home, or setting next year’s revenue goals, the most important thing you can do as a leading executive is to create the right environment in which you bring out the best in your team, to achieve your goals. Initially it may take longer, but the benefits over time will reward your patience.
I have coached or mentored several senior business leaders on this issue and would be pleased to see if I can help you. Go to ‘How I coach’ for more about my approach and my contact details.
