My leading by example isn’t working. I am wearing too many hats. I’m not doing things that are a priority. I keep wrestling for control with people who aren’t doing what I want. If I delegate to someone, how do I know it will get done right? Pretty sure I’m too involved sometimes but I want to know things are properly taken care of.
Thoughts of the day: Leading by example for most business owners is natural. Owners tend to be problem solvers with a sharp focus on tactical issues and day-to-day business. But that’s not the best use of their time and energy. It’s easy to follow that trait down the management chain. Loading up some employees with too many tasks while overlooking others who don’t readily volunteer. Make sure the team you build respect each other. Address concerns openly and works cooperatively for mutual benefit.
Leading by example delivers results
Leading by example to get the most out of your business. Make the shift from doing to orchestrating. Think ahead; assess where the business is, what it’s capable of and where it’s going next. Make time for management meetings to hear what people have to say. Keep lists of tasks and due dates. Ask people to report regularly. Take responsibility for pointing the company in a direction so people can follow your lead.
Wondering how to do all that? Leading by example means getting rid of day-to-day tasks. Ask people around you to take over things you’re used to doing. Accept that there is usually more than one successful approach instead of harping on how you used to do it.
Some employees will eagerly step up to the plate, asking for more. They may be ready, or they may be overly optimistic and about to hit a wall. Others are naturally cautious, needing encouragement to step up even though they have plenty of skill. Learn to realistically assess individual readiness and ability.
Leaders lead people, managers manage work
Taking on too much at once can turn into a fiasco for anyone. Watch out for good performers who suddenly hit a wall. Lighten the load until they start to make progress again.
As people step into new roles, encourage them to keep trying if they don’t initially get it right. Learn from their experiences. Step back as they gain skill and confidence. That’s leading by example.
It’s often hard to remember how long it took to learn things that are now comfortable habits. Develop patience as you encourage people to get more involved in things you don’t need to do. Teach people to under-promise and over-deliver.
Steady, reliable performers are valuable to any business. Don’t overlook the opportunity to give some employees routine work to do, so they can get into a groove.
Leading from within
When it comes to work ethic, don’t let anyone take the easy way out, unfairly leaning on co-workers. There’s a difference between going cautiously. Or sitting back to let others handle the brunt of the load.
Some people may try to wash their hands of a problem by asking you to step in. When people ask you for help, ask “Why are you putting that on my desk?” Listen to the answer, but resist the temptation to step in. That’s leading by example.
Be mindful of motivated self-interest. People act in ways they hope will result in giving them pleasure. Some situations may lead to immediate reward. Others call for overcoming challenges in the pursuit of longer-term gain. Talk with employees about what is the win for them.
Whatever you do, when leading by example, focus on team building. Address difficult situations openly. Tell the truth. Set realistic goals that reward everyone for pulling together. All the while, maintain a positive, upbeat attitude, even if you have to fake it. Your outward aspect is something that everyone in the company pays attention to. Make the workplace a productive, enjoyable place to be.
Looking for a good book? “Leadership: Elevate Yourself and Those Around You — Influence, Business Skills, Coaching & Communication” by Ross Elkins.
