![]() ![]() #4 Do your team members feel safe challenging your ideas? One test I use for determining if my team feels it is safe to offer ideas that go against my idea was to take note of whether they bring you bad news or not. If you want to develop a team of change leaders, get them talking first, and then add your thoughts to what they have said. You have anchored the conversation to your view of things. #3 Do you always speak first and ask others to comment on what you have said? Once you share your point-of-view or opinions on a matter, you make it difficult for others to share an opposing idea. #2 – What is the “Share of Voice” ratio on your team? Author and retired nuclear submarine captain, David Marquet introduced this idea in his book, “Leadership is Language.” Marquet says, “As a leader, you don’t need to say a lot because you already know what you think, and when you start talking, you’re anchoring the group.” If the share of voice (how much each person is speaking) in your exchanges with your senior leaders is mostly you, there is an opportunity for you to talk less and listen more. Require every member of your leadership to team to come prepared with a point-of-view and how they would do things if they were you. If you are always stepping up, your next level of leaders will, by default, step back. #1 – Do you require your leaders (or team members) to have a point-of-view? If you are the sole-source for thinking and providing a point-of-view, you are setting yourself up for failure. Consider these five questions to position the leaders working for you to lead change in your organization. Equipping and empowering should be part of your regular day-to-day efforts as a leader. You can’t wait until times are turbulent to equip and empower your team leaders and department managers. If they don’t own it, you will, and it will definitely be lonely at the top.ĥ Questions to Equip and Empower Change Agents What I shared with my friend was that as a leader, you need to be continually equipping and empowering your team of senior leaders to embrace their roles as change agents in your organization. Everyone else could just stand down, and they did. He had developed a scarcity mindset that communicated there was only room for him at the top. ![]() ![]() It’s no wonder my friend felt “lonely at the top,” he was going it alone. He glanced away as he said, “I’m not sure I trust them to be able to do the job that needs to be done.” When he finally stopped, I asked what role his senior team of department leaders was playing in all these new change efforts. The first words out of his mouth as we found a place outside to sit was, “Man, it’s lonely at the top!” My first thought was, if it’s lonely at the top, then you are not doing leadership right, but I leaned in and used one of my favorite coaching statements, “Tell me more,” I said.įor the next half-hour, my friend told me how he was leading his team through these tumultuous times how he was making the changes needed in the business to adapt to the “new normal” how he was redesigning how his firm served their customers and how he was building a new go-to-market strategy. ![]()
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