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.
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A leader who extends their authority or influence beyond acceptable limits is said to be “overreaching.” This often happens when a leader makes decisions outside of their purview, takes control over situations or people with whom they have no authority, or takes actions well beyond their expertise.
The more consistent the leader is, the more likely the evidence will demonstrate that they are engaging and operating in good faith and without a desire to harm, harshly judge, or offend the easily slighted colleague. This requires real patience and can test even the best of leaders. Some tests a leader faces are bigger than others. This is one of them.
Sometimes, team members need a highly structured approach to perform more effectively. Leaders often require team members who are underperforming in a critical area to agree to such a personalized map for self-improvement. For those in Human Resources, such a structured plan is typically called a PIP (Performance Improvement Plan).
The strategic plan requires in-depth analysis and a plethora of details to support its soundness. But only the most senior leaders need to know and understand the strategy at that level. Everyone else does not. What team members want is a simple explanation of the big picture, the initiatives involved in execution, and what it means for them. Everything else is just noise.
Making the colleague feel valued and important will often turn the tide. In the words of Dale Carnegie, “applause is a receipt, not a bill.” Perhaps a little applause is all that’s needed to dissolve the dislike. If not, take the high road and engage professionally. You will never regret it.
Organizations that figure out how to achieve a best-of-class speed in one or more areas of their enterprise have a big advantage over their industry peers or competitors. Most organizations and leaders underestimate the power of speed to create focus and to achieve better results. But taking advantage of this differentiator normally requires tremendous commitment in order to realize real improvements in how fast things get done on a consistent basis.
Deciding what to delegate isn’t about dumping tasks you don’t want to do. It’s about developing your team and finding the time to focus on the issues with the biggest impact. When you do things that others could, everyone loses. Good leaders love to delegate. They are not lazy, too busy, or overly trusting, but because they want to develop people. The team gets better when the leader learns what to delegate.