Articles and Newsletters
Getting Down and Dirty:
Personal Power and Effectiveness as a Leader
A leader needs to know when to operate at the 30,000 foot level and
when it's time to climb into the trenches.
By Craig Bentley
In the 1970 movie, Patton, there is a classic scene when Patton, played brilliantly by George C. Scott, drives up in his Jeep to a spot where two large columns of tanks and trunks are trying to cross though one another in the midst of open farmland. The area where these two columns meet has turned into a muddy quagmire, and the tanks and trucks, despite being on open land, are in virtual gridlock, with road rage rampant as the drivers hurl insults at one another.
Patton observes this chaos with quickly mounting frustration and then leaps
into action. The interesting point is what he DOESN'T do:
- He doesn't instruct an aide to send orders to the units;
- He doesn't summon the respective commanders to broker a compromise or develop a plan of action;
- He doesn't tell one of his staff to fix the problem.
Instead, he literally leaps onto action, jumping out of his command vehicle, slogging through the ruts, the pools of muddy water, and the mounds of gunk to the center of the action and begins to personally direct traffic - one vehicle from the left, one from the right until some sense of order is restored and the columns slowly but steadily pass through one another without further incident.
Leadership through Action
For every leader, the moment comes when it is time to act, when it's time to come down from the 30,000 foot level, time to get out of the corporate jet (or the Ford Taurus, these days) and get involved.
You may never have to command a tank battalion, but here are some things you can do to have an impact in ways that will resonate throughout your company:
- Show, Don't Tell. We know that leaders need to combine directional and inspirational leadership to create motivational leadership. But another important aspect of leadership is bringing definition to a task or objective - providing a clear explanation of what needs to be done. And what more powerful way to provide that definition than actually showing others what you want done and how to do it?!
- Take the Rudder and Guide the Ship. When the going gets tough, it's time for the leader to get physically involved, to participate in the doing. This is real implementation, not strategic planning but strategy in action.
- Set an Example. The reality is that most of your workforce doesn't really understand what you, as the leader, do every day. They don't see the hours you put in, the difficult situations you have to wrestle with on a daily basis, the tough decisions that are yours alone when the buck stops on your desk. By wading into the action, they have the opportunity to both see you in action; they get a concrete idea of your values and learn first hand from your experience and expertise.
- It's not about Rank ---- or Ego! Getting actively involved also shows others that solving the problem and achieving desired outcomes is everybody's job, regardless of rank. Formal protocols are tossed aside in a crisis -all that really matters is fixing the problem, or at least stemming the negative tide. By engaging directly, the leader sends a strong message about the importance of teamwork and cooperation, a message that will continue to reverberate throughout the company long after the immediate crisis has passed.
- Don't Take Over - Step In then Step Out. While taking action is positive and powerful, remember not to take over. Patton didn't spend the day directing traffic; he intervened, set the example, showed his subordinates how to be successful, and then left to return to his other, critical leadership tasks. Your job is not to be the hero - just use your authority, coupled with your experience, to move the company forward towards meeting its objectives. Your job as leader is not to do the work, but empower and inspire others to do what needs to be done. Intervene quickly and decisively, then turn it back over to your team and other associates to carry on.
It's about Effectiveness
Leaders must be able to step back and see the big picture, but they must also be willing to be "hands on" when the situation calls for their active involvement. Nothing inspires the troops more than when the highest ranking officer jumps in, lives their experience, helps shoulder their load, and inspires all around him or her to focus on getting the job done and taking pride in that accomplishment.
Napoleon Bonaparte, the great French general, said: "Take time to deliberate, but when the time for action has arrived, stop thinking and go in."
When the time comes for you to show decisive and effective leadership, be ready to seize the moment...and go in!
Executive coaching can help you achieve personal power and effectiveness in your career. Click here: http://www.bates-communications.com/executive-coaching/index.php to listen to a complimentary teleseminar all about Executive Coaching.
Other articles for this month include:
5 Strategies for Personal Power and Effectiveness
Personal Power & Effectiveness: Make A Name for Yourself...Internally
How Can American Companies Do a Better Job, Doing Business in Germany and Europe?
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