Discussions about different leadership and management styles always intrigue me. Recently, I noticed that some of my clients are missing the opportunity to help their team members understand how to accomplish specific tasks.
They tell me they are clearly communicating the problem to be solved or the goals they want to achieve, but are they? Have they checked for understanding, and are they sure the team members understand to do it —how to manage new employees, connect with customers authentically, or manage remote employees effectively?
When I led national sales teams, I would tell my colleagues, “I don’t read minds.” We are moving so fast, telling team members what to do and expecting results. Are we sure they understand and know how to do what we are saying? We all learn differently. Role-playing is geeky but effective. Shadowing team members is awkward but telling. Having them teach you the process sounds like a waste of time, but it shows the gaps. How do you do it?
Worth the share
Leadership is part art and part science. As Michael Koopman puts it, it is the balance between edge and soul. He describes edge as the sharp, results-driven side of leadership and soul as connection, empathy, and purpose.
He goes on to say, “McKinsey identifies four critical leadership behaviors: being supportive, seeking diverse perspectives (soul), focusing on results, and solving problems effectively (edge). Together, they demonstrate how the best leaders integrate these aspects to inspire teams and achieve results.”
There is so much we can all learn from this perspective. I have known many leaders who are 90% edge and have lost the loyalty and connection with their colleagues. Leaders who are 90% soul don’t last. They can’t. You won’t last long if you are not delivering results and driving your business or non-profit forward.
Here are Michael’s suggestions for both:
For edge: Schedule time to review KPIs, set performance benchmarks, and follow through on tough decisions.
For soul: Conduct regular one-on-ones, celebrate team wins, and create spaces for open dialogue.
Good advice. From Fast Company, read Why Leaders Must Balance Edge and Soul by Michael Koopman.
#wisewords
“A boss has the title, the leader has the people.”
—Simon Sinek
And Finally...
Digging deeper into how we all learn differently, here is an article on Kolb’s four learning styles. When I studied at Columbia, we discussed this important theory. I challenge all managers to use various teaching styles to ensure they give their team members every chance of success.
Here are the four learning styles:
- Accommodating – those who “feel and do,” this style is hands-on, relies on intuition, and leans into concrete experiences like role-playing
- Diverging – those who “feel and watch” effective learning by brainstorming; they are people-centric and sensitive
- Assimilating – those who “think and watch,” learning by reading, they lean into a precise, logical approach and are more analytical
- Converging – those who “do and think” and are attracted to technical tasks and problem-solving, working on practical applications
Reach out if you want to talk more about this topic.
Have a great week,
Mary Jo