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“Creating Successful Leaders”

Tag Archives: Leadership

May 8, 2013 Are Middle Managers Still Relevant?

Researcher Behnam Tabrizi recently conducted a study to examine whether middle managers are still relevant in a world where executives have direct access to the front lines of their businesses. The results of the study showed that not only are middle managers still important, but the successful ones had a direct hand in the success of their company.

Based on the results, Tabrizi crafted three “rules” for being a successful middle manager:

Alignment

Successful middle managers were able to see how their own personal aspirations lined up with the greater aim of the company. This notion of alignment is similar to ideas I shared in a previous post. Accommodating someone’s personal goals does more than simply make them feel good about their job; research continues to show that it has a direct, positive impact on the company.

Authorship

Successful businesses gave middle managers the power to initiate projects. According to Tabrizi, “organizations create cross-functional teams of MLMs, who author change and innovation plans that turn executives’ visions into concrete steps.” Putting the power of the initiative into the hands of middle managers provides them a sense of ownership and commitment to success.

Action

Because middle managers in Tabrizi’s study were authoring initiatives, he stresses that they must be responsible for the enactment of their plans. They are the foot soldiers who must work through obstacles on a daily basis. It’s not always a glamorous job, but they’ll be motivated by the fact that they authored the initiative, not some out-of-touch executive.

This study puts the scientific stamp of approval on the things we already knew: that managers who didn’t share the common aspirations of their company don’t make good managers; that the company must place trust in their managers to come up with initiatives of their own; and that managers who work through enacting their own initiatives do much better than when they are handed an initiative from above.

Here’s a link to Tabrizi’s article.

Eager to learn more?  Read my post about authentic leadership HERE.

Happy managing!

Tabrizi, Behnam. “New Research: What Sets Effective Middle Managers Apart.” Harvard Business Review, May 8, 2013.

http://blogs.hbr.org/cs/2013/05/reinventing_middle_management.html

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May 1, 2013 Telling A Story With Your Presentation

Exciting new technologies are now available which turn a droll presentation into something truly captivating. Let’s face it: Power Point has been with us since Pagers. It’s probably fair to say that sitting through meetings full of pie charts, bar graphs and poorly-cropped clip art is getting kind of old.

Great Presentations Tell A Story

Data is vitally important to business. We all know it, but it’s tough to get interested in plain old numbers. To understand data, we need to apply it, put it in terms that make sense. A good presentation therefore rests upon your ability to explain the hows and whys of the data you’re sharing.

New interactive applications allow for you to do this in a manner that tells the story behind the data, gives it context, and clearly shows how it relates to each and every member of the team.

Prezi is a website which provides interactive templates that lead the viewer through a story. Here’s an example:

Their basic templates and services are free, and you can upgrade to even more extravagant applications with a fee. Here’s their website: http://prezi.com/

But remember, tools like Prezi are only as good as you make them. There’s quite a bit of potential in interactive presentations, but with said potential is also the risk of going overboard. Here are three tips to keep in mind when drafting your presentation.

Use Less Than You Think

Less motion, fewer pictures, fewer flashy effects. You want to keep your viewers tuned in the entire time, and overstimulating them will turn them off to your message. The effect of any attention-grabbing techniques should always be intentional, which leads me to point two…

Highlight The Data With Attention-grabbers

Bring attention to the data you’re presenting with motion, images and other dynamic visual techniques. Do this intentionally and sparingly to highten the overall impact of the data. Finally…

Keep The Story In The Viewer’s Mind Throughout

Weave the data into a larger narrative. Lead the viewer from one point of data to the next in logical, incremental steps. Wrap the presentation up with a larger application of said data and your own conclusions. Perhaps open it up for discussion so others have a chance to verbalize their thoughts. I make these suggestions–keeping the data within a narrative, applying it, and relinquishing the floor–for one simple reason: doing these things will help the audience remember your presentation long after you’ve finished. This is the goal of any presentation. You want to make an impact on your audience past the 20 minutes or so of the time they give you. 

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April 25, 2013 “Just Be Yourself!” Leadership and Authenticity

“Authentic leaders remain focused on where they are going but never lose sight of where they came from.’

Striving to be authentic is hard enough on its own, but in a leadership role it can seem impossible. There’s the constant battle between expressing our true selves and managing the competing personalities and opinions of those around us. It’s the dance between plain-speaking and politically-conscious wording. It’s the struggle of trying to remain “human” in a leadership role, while simultaneously appearing resilient to any bumps in the road.

And believe me, we must stay human if we are to be effective leaders. People want a leader who is approachable, honest, forthcoming; someone who knows where they are coming from. They want to know that you have opinions and emotions outside of your role, that you have passions and hobbies, that you root for a sports team or enjoy a night out. We can all point to a leader in our lives who was distant, stale, or off-putting, and I’m willing to bet that the person you’re envisioning wasn’t a very effective leader.

So how exactly do we convey our authentic, imperfect selves right along side the impression of strength and confidence that all leaders must possess?

1. Striking A Balance 

This takes time. You must make an effort to stay approachable and friendly, but also know when to assume the “fearless leader” role. There is no formula for this, unfortunately, because every leadership role requires qualities specific to the organization they lead. The main thing to do is to be observant and receptive to your environment. You must also be flexible, willing to adapt.

2. Failing

Great leaders accept their flaws and learn from them. You will make mistakes, as we all do, and you may be inclined to shove it under the rug. Don’t do this. While mistakes are embarrassing, they provide an opportunity for you to show your human side. If you handle it with grace and humility, and focus on how to handle situations more aptly in the future, your organization will see that you’re authentic and appreciate you for it.

3. Making Clear Distinctions

I used to give my staff hand-written thank you notes when they did a great job. One man in particular held on to my note, as it reminded him that he was a capable, valued worker. At an appropriate time, I was able to let my leader guard down and express my appreciation. This strengthened my connection to this member of my team, which in turn boosted productivity. The trick is learning when and where it’s okay to lose the leader role and “be yourself.”

 

I firmly believe leadership is a learned trait. Sure, some are naturally more prone to leading than others, but with time, patience, and a willingness to be brave, you can teach yourself the balance needed to lead authentically and effectively.

 

Goffee, Rob and Gareth Jones. “Managing Authenticity: The Paradox of Great Leadership.” Harvard Business Review, December 2005, accessed April 23 2013. http://hbr.org/2005/12/managing-authenticity-the-paradox-of-great-leadership/ar/1

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