"Lead by example", sometimes called "showing / demonstrating the way" or "walking the talk", is one of the mantras given to those who are being coached as leaders, as well as those who are aspiring to be leaders. In families too, the eldest children are told to be good examples to the younger ones.
I was recently wondering whether "Leading by Example" would be sufficient to gain a team's / team member's commitment to performance and meeting goals, given the layoffs, levels of attrition and quality hiring challenges that organizations are facing, especially during the environment of the past decade or so.
Well, it's a start. Why? We expect people to do what we do, just the way we do it, just because we're experienced in that area and can effectively demonstrate it with effective results. Actually, this is on the job training, not to be confused with leadership skills. The reality is that compliance (lip service) is all what we will get, especially if the leader is one who frowns on independent thinking and often yells at other's mistakes. This isn't really new; and doesn't build team commitment to tasks and goals.
Additionally, you have built your competence based on your learning and experiences that happened at a different timeline, and your team members don't have access to any of this, except what exists in their timeline.
You may be asking yourself - What if I'm not be a subject matter expert, and am put in charge of a team project to get results. How would leading by example work in this situation?
What's also needed is an explanation or a context, and perhaps coaching. Both types of coaching i.e. where you show and tell people what to do (as in sports mainly), and the other where you help them find their answers with the help of carefully crafted questions. One may use the "Situational Leadership" Model, which also provides great guidance on this. (Psst... Ask me how - I'm certified in this)
As a leader you definitely need to do both types of coaching. Why?
- The first type of coaching is to help the employee get up to speed i.e. do the basics and a little more.
- The second type is needed to help them to be able to handle a few things or situations that weren't covered in the "telling" that you did before, so that they can learn and grow into other roles.
And this is important because...
In the VUCA or BANI world we currently inhabit, it's of critical importance that the leader grooms his team to be capable to take on challenges that the leader will definitely not have sufficient time to focus his full energy and attention. If he's indispensable in the current role, he won't be considered or promoted to his next role.
Consider the Trek Leader
If you have ever been on a trek or outdoor expedition with a group, with a seasoned trekker leading the way, you may have noticed that this trekker is not always up front. He moves up and down the trail with the group regularly, giving directions, pointing out approaches, and enabling the group members to take those critical and difficult steps. Depending on the group size, s/he may have a few people from his /her own team that are supporting him / her on the trek. The trekking leader's mandate is to reach the destination or summit and bring everyone back safely without any injury other than tired muscles.
During these movements on the trail, he's not just showing the way, but also checking how the group members are coping with the challenge of the trail. In fact at the start of the trek, the group is asked if they have any ailments to consider on the trek, along with reminding the group to be regularly hydrated, and ask for help if they feel that they need it. Sometimes the leader leads / shows how to move across a particularly difficult bit of terrain, other times he lets them work it out.
There is concern and care for every member in the group, including the grumblers and weakest ones. He makes sure that the not-s0-fit ones have additional support by posting one of his team members to accompany them, and ensuring that they reach the summit and get back down safely.
You might say - "Ryan, sounds great, but I have a few team members who work only when I push them hard". Or "what you're suggesting is not my style".
I hear you, and perhaps, at times such an approach may be required with some employees to get productivity / results. You can read about the contrasting leadership styles of Ernest Shackleton's or Roald Amundson's journeys to the South Pole for perspective.
I'd also recommend Daniel Goleman's Six Leadership Styles from the book Primal Leadership by Daniel Goleman, Richard Boyatzis and Annie Mckee that may provide some options for you to consider when you want superlative performance from your team.
If one uses the Commanding or the Pacesetting styles too often, it's going to create dissonance within the team, and may lead to other people problems. The idea is to balance these styles with those (Coaching, Affiliative, Democratic and Visionary) those that create resonance within the team.
What happens when you use the styles that creates resonance?
- You create an engaged team where team members understand that you have their interests and the organization's goals on your radar.
- Team members are more willing to put in efforts for tough deadlines and try innovative ideas because they know they have your support.
- An Emotionally Intelligent organization is created that can move your organization's results ahead of it's competition.
Would you like support in enabling your team in developing it's EI competencies? Perhaps you'd like to develop awareness around your own Emotional Intelligence Competencies and incorporate them in your leadership role. I can coach you in adapting your leadership style to meet team and organization goals.
Call me on +919820155778 or write on ryan.barretto@gmail.com to set up an appointment for a discussion.
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