To uphold their commitment to quality, good leaders operate as editors. It may be the most important slice of what they do as leaders.
As leader-editors, they determine what is important, how to make it understandable, and when it is ready for prime time. Their editing skills apply to decisions, proposals, ideas, messages, and meetings.
As editors, leaders shape and refine the messages, ideas, and viewpoints of others to make them stronger and more impactful. And like an editor reviewing a manuscript, a leader with an editorial mindset decides what works best, what needs improvement, and what should be discarded.
They pay particular attention to the details and finer points of any piece of work to ensure nothing is missed or overstated.
Like all good editors, leaders with this mindset ensure that complex ideas are accessible and compelling to diverse audiences. After pointing out what content matters most, they show team members how to package their ideas so others will find them persuasive.
They see themselves in the business of challenging people to explain their ideas, plans, and feedback in simple and clear terms.
Not surprisingly, editorially skilled leaders run better meetings. They curate the most important topics and content and cut away any unnecessary issues or discussion points so the team can focus on what is most critical.
They insist on rejecting any idea, project, or proposal that doesn’t align with the strategic vision and goals of the team.
Team members who are led by a leader with strong editorial skills receive constant feedback about how to make their work better and how to communicate it concisely and coherently. They take the time to explain to people what works, what doesn’t, and why.
Do you see yourself as an editor? Someone who refines the work and messages of others to ensure clarity, quality, and consistency? All teams need the oversight of a great editor.
In practice, leaders who think of themselves as editors refine what is produced and cut away everything else. The clarity they create for the team can be immeasurable.
You don’t have to be a great writer to be a great editor. That’s because they involve different skill sets.
Similarly, teams don’t need a leader who is a prolific producer of content and ideas as much as they need a highly skilled editor to make their work better.
If you don’t already, consider yourself an editor and apply your editorial judgment throughout every day. If the essence of great work is continual revising and improvement, exceptional leaders do the editing.
