One of the most critical resources that your team needs is access to you. Author Mike Figliuolo helps you understand where to spend your time to become a true leader, not just a manager.
- One of the most critical resources that your teams need are access to you as their leader. And we forget a lot of times that they need that access. We get wrapped up in the day-to-day operations or the meetings that we're attending, or emails and voicemails, and we as leaders are not spending our time giving that critical resource to our people to give them the guidance they need. A lot of times, we follow that sequence that I just went through in terms of slotting our work. We start with the simple things, like administration and email and documents, and we end up spending less time on the feedback, the coaching, and the development. These are old habits that we learned as individual contributors, because many of those tasks, like admin, email, project planning, budgeting, those are individual contributor activities and those are habits that we've built over time. But now, as leaders, we need to step into those broader responsibilities of thinking through relationships and problem-solving, and providing feedback to the members of our teams. We have to stop managing and start leading. So, as you think about the work that you do, let's look at two aspects of that work. First, consider the amount of time that you spend on something, from very little to a lot. And then, think about the impact that that has on the performance of your team, from very low to very high. Now, I'll bet if you look at your calendar, you're spending a lot of time on administration, and I think we'd all agree that has a pretty low impact on the performance of your team. Next, you probably spend a little bit less time on project planning and budgeting, and it has a slightly bigger impact. All the way up to providing feedback and development and coaching, which could have a very large impact on your people, but we're probably spending very little time on that. What I'll ask you to do as a leader is flip that view. And let's think about how we can spend less time on administration because it's really low-value stuff, and start spending more time on problem-solving and generating ideas, and even more time invested in developing our people and coaching them, and building relationships with critical stakeholders in the organization. So, by reversing that mindset and putting more of our time on the tasks that really matter, your team is going to perform much better than if you're holed up in your office doing email. So, as you think about where you're allocating your time as a leader, you need to be deliberate in terms of, "What's my investment of time?", and, "What's the return I'm going to get on that time?" And hopefully, you can see that shift away from those day-to-day activities like email and project meetings, and spending more of your time with the members of your team, helping them develop, helping them grow. Because that's what's going to enable you to have a broader impact on the organization, versus answering a few emails.
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- Create a compelling vision and mission for your team.
- List the steps to conduct strategic planning activities.
- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.