Field notes
Field Notes
Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
Search Field Notes
It’s somewhat astounding how often leaders who play favorites, manage work-life balance poorly, have difficulty delegating to others, and express high emotions when they are frustrated have experienced those same tactics themselves from a leader or role model in their lives.
Who and what we model after has a tremendous influence on what we do. Among the most common negative lessons leaders learn from others, one stands out for its pervasiveness and coercive effect on others: Micromanaging to get things done.
Leaders with integrity are transparent, fair, and true to themselves. They apply their values and principles consistently to engender trust and respect from others. How can anyone have too much of that? The problem is not that someone can be too honest, fair, or transparent. It’s that they can use the virtue of integrity to become rigid in their thinking and decision-making.
New colleagues are not always welcomed with open arms. Some team members don’t feel they had enough input about the addition, while others dread the changes or differences the new colleague will usher in. For teams with a strong culture and close-knit relationships, new colleagues represent a perceived threat that might upset the delicate balance of roles, responsibilities, and expertise that currently exists.
When performers, athletes, or team members almost achieve a desired outcome but fall just short, it is critical for leaders to provide just the right feedback that will inspire greater effort for the next performance. People naturally experience a motivational boost when they are on the edge of success, as a sense of hope and continued effort seem all that is needed for victory. This is when they need the help of their leader to galvanize that view and push them to work even harder.
Leaders depend on the team and specific team members to do their jobs and get things done. Priorities shift, but to achieve the outcomes everyone wants, team members must execute on what needs to be done. Unfortunately, this execution doesn’t always happen to the satisfaction of the leader. Sometimes, the quality or effort is low. Other times, team members don’t act quickly enough or fail to meet a timeline. Frustrated leaders must figure out how to motivate the team to improve. Far too often, they engage in what is called Blame and Shame.
Tom Kim is one of the best golfers in the world. Kim is currently ranked 36th and played all four days of the Master’s Golf Tournament last weekend.
Kim’s playing partner on Saturday morning was a stand-in. You couldn’t find the guy’s name in the tournament program, and he wasn’t permitted to give interviews. His name wasn’t announced on the first tee, and his caddie’s uniform didn’t have anything on it that identified him. He was a complete mystery to anyone who might have seen him walk down the fairway with Kim. Each year, this mysterious man who plays Augusta National on the weekends as a member gets to play in the tournament without ever qualifying for the field. The Club doesn’t talk about him, and the broadcast crews are instructed not to show him on camera. So, who in the world is this guy?