5 Times You May Need to Micromanage Your Team

Leader and big red arrow

I prefer to be a macro-manager. I like to lead leaders. That means I try to cast the vision for a team and get out of the way, releasing each team member to do his or her work in their own individual way.

There are times, however, where more micro-management may be needed by senior leadership. More coaching, encouraging or correction may be needed for a season.

Here are 5 times to consider some micromanagement:

When a team member is new to the organization. They need to learn your culture and way of doing things. They don’t know. This doesn’t mean you don’t allow them to invent, dream and discover, but they also need to know how decisions are made, the unwritten rules, and the internal workings of the environment. It will serve everyone well and they’ll last longer on the team if these are learned early in their tenure.

When a team or team leader has been severely crippled by injury or stress. I’ve had a few times where a member of our team just wasn’t mentally or emotionally capable of making the right decisions. It could be what they were dealing with in their personal life or with the stress of their work, but I had to step in and help them more than I normally would for a season to help them succeed.

When in a state of uncertainty, transition or change. I once had a strong leader quit abruptly from his position. His team was devastated. I quickly realized they had relied too much on his leadership and were now lost without him. It required more of my time initially until we could raise up new leadership and better empower everyone on the team.

When tackling a new objective, critical to the organization. This is especially true when, as the senior leader, I’m the architect of the idea. They need more of my time to make sure things are going the way I envisioned them to go. That doesn’t mean the outcome will look exactly like I planned, but in the initial start, the team can waste time and resources trying to figure me out without my input, rather than doing productive work.

When a team member is underperforming in relation to others. As a leader, I feel it is part of my role to help people perform at their highest level possible. Sometimes that requires coaching, sometimes instruction, and sometimes even discipline. Part of being a leader is recognizing potential in people and helping them realize that potential within the organization. For a season, to help someone get on track for success on our team, (or even to discover they aren’t a fit for our team) I have to manage closer than I normally prefer.

I obviously wrote this in the context of an organization and not specific to the church, but these principles equally apply in the church. The important thing is that the end goals and objectives need to be reached, so at certain critical times a leader must step in and ensure the vision is being accomplished.

Are there other times you revert to micromanagement?

7 Times When It is Not A Good Time To Change

No keyboard key finger

I’ve never been a proponent of the saying “if it ain’t broke, don’t fix it”. Sometimes you need a change and nothing is “broke”. It just isn’t as good as it could be, it’s keeping other things from being better, or it’s soon going to be broke unless you change.

But, there are times not to change — certainly when you are not ready to change.

Here are 7 times not to change:

When there isn’t a compelling purpose - There should always be a why. It might be as simple as if you don’t change you’re going to be bored out of your mind — but have a reason before you change.

When there are no good leaders behind it – You need people who buy into the change. If a change has value you can usually find supporters. They may be few. They may do nothing more than speak up for the change, but if no one can get excited about the change, you probably need to raise up some supporters before moving forward. (There are rare exceptions to this one, but again, they are rare.)

When you haven’t defined a win – Changing before you know what success looks like will keep you running in a lot of ineffective directions without much progress.

When the loss is more expensive than the win – Sometimes the cost just isn’t worth it. You can’t justify the people and resource expense for the potential return.

When the leader isn’t motivated – There are times to wait if senior leadership can’t get excited or at least support the change if push back develops. Eventually, without their support, you’ll be less likely to experience sustaining, successful change.

When too many other things are changing – Any organization or group of people can only handle so much change at a time. This requires great discernment on the part of leaders to know when there is too much change occurring and it is best to wait for something new.

When an organization is in crisis mode – When a ship is sinking, fix the leak or bail some water, before you choose your next destination. When things are in crisis, is not the time to make a ton of changes. There may be needed changes to get things moving again, but catch your breath first, make sure a core of people is solid behind the vision, and take careful steps to plan intentional, helpful and needed change.

This isn’t intended as a checklist. I would never want to stop someone from making needed changes. I love change. But, I do want to encourage better change. I hope this helps.

10 Common Traits among the Best Leaders I Ever Had

Many identical businessmen clones

All my life I’ve been a wisdom seeker. I have had some great leadership influence in my life. Beginning with my high school principal when I was student body president and a man in retail who took interest in me in college, I’ve been blessed with good role models.

Looking back, the best leaders I ever had shared some common traits.

10 Common Traits among the Best Leaders I Ever Had

Believed in me more than I believed in myself.

Were available to me when I needed them.

Ask good questions of me.

Challenged me to be better than I thought I could be.

Encouraged my dreams, while equally providing for me a sense of reality.

Had a character worthy of following.

Were skillful and competent, but not arrogant or self-serving.

Continued to learn personally.

Were visionary and challenged mediocrity.

Kept their word, but didn’t over-commit themselves.

Would you add any to my list from the best leaders in your life?

5 Necessary Ingredients for Healthy Delegation

No Dumping

I have seen, and probably been accused of, dumping responsibilities on people inappropriately and calling it delegation. That form of delegation actually does more harm than good for an organization, because it leaves projects undone or completed sub-par, kills employee morale and motivation, and keeps the mission of the organization from reaching its full potential.

Over the years I have frequently asked staff people to whom I delegate frequently how I am doing in this area It is always sobering — and always helpful. This post originates from learning the hard way.

The bottom line of delegation is this….

Delegation involves more than ridding oneself of responsibility.

You can’t dump and run and call it delegation.

Here are 5 necessary ingredients for healthy delegation:

Expectations – The person receiving the assignment must know the goals and objectives you are trying to achieve. They need to know what a win looks like. in your mind. They will want to please their leader. Everyone wants to know they did good work. The question “Why are we doing this?” and “What are we trying to accomplish?” should be answered clearly in their mind.

Knowledge - The delegator should be sure the proper training, coaching and education have been received. The delegator should remain available during the process so that questions or uncertainties of details that arise can be answered.

Resources – Good delegation involves having adequate resources and money to accomplish the task assigned. Nothing is more frustrating than being asked to complete a project without the tools with which to do it.

Accountability – Proper delegation involves follow up and evaluation of the delegated assignment. This is healthy for the delegator, the person receiving delegation, and the organization.

Appreciation – The delegation isn’t complete until the delegator recognizes the accomplishment of the one who completed the task. Failing to do so limits the leader’s ability to continue healthy delegation.

What would you add? Have you ever received a “dumping” that was called delegation?

One Simple, But HUGE Way to Better Empower a Team

Elegant leader

Leader, let me share one of the best things you can do to better empower your team.

And, in full disclosure, I’m the worst at this, but it’s something I’m striving to do better.

You want to fully empower your team?

Here’s what you do:

Release them from responsibility.

Whenever you can…

Often as leaders we handle a lot of information. Sometimes we do that with our team. Sometimes we dispense a lot of new ideas. If we are growing and learning personally, the team is often where we process our thoughts.

If it’s not their responsibility — let them know it’s not.

It sounds simple — but it’s huge.

You see, the team is always wondering.

What is the leader thinking here — as it relates to me?

What do you want me to do with that new idea?

How do you want me to help?

What’s my role going to be in this?

Are you going to hold me accountable for this?

Do you expect something from me here?

As leaders, we often process and present a lot of ideas, but sometimes we are just “thinking.” Sometimes we aren’t assigning anything — we are just exploring.

The more we can release the people trying to follow us the more they can focus on things for which they are being held accountable. And, the more willing they will be to process new ideas with us.

Just tell them what you expect — or don’t expect. Say the words, “You are not responsible for this.” “I don’t expect anything from you on this.” “This is just for information.” And, mean it.

Sounds simple. It’s huge.

7 “BE’s” of Effective Leadership and Management

image

One of the chief goals of this blog is to encourage better leadership. In this post, I’m including the term management. I believe the two are different functions, but both are vital to a healthy organization. Whether you lead or manage a large or small organization — or church — there are principles for being effective.

Here are 7:

Be aware – Know your team. People are individuals. They have unique expectations and they require different things from leadership. Some require more attention and some less. Use personality profiles or just get to know them over time, but learn the people you are supposed to be leading or managing.

Be open – Let them know you — as a person outside of the role as leader or manager. Be transparent enough that they can learn to trust you.

Be responsive – Don’t leave people waiting too long for a response. They’ll make up their own if you do — and it’s usually not the conclusion you want them to reach.

Be approachable – You can’t be everything to everyone, and you may not always be available, but for the people you are called to lead or manage, you need to be approachable. They need to know if there is a problem — or a concern — you will be receptive to hearing from them. I realize the larger the organization the more difficult this becomes, but build systems that allow you to hear from people at every level within the organization.

Be consistent – Over time, the team you lead or manage needs to know you are going to be dependable. The world is changing fast. It’s hard to know who to trust these days. We certainly need to be able to trust people we are supposed to follow.

Be trustworthy – Follow through on what you say you will do. If you make a promise — keep it. If you can’t support something — say it. If you’re not going to do it — say no. Let your word be your bond. Spend time building and protecting your character. Be the quality of person you would want to follow.

Be appreciative – Recognize you can’t do it alone. Be grateful. Be rewarding. Celebrate. Love others genuinely and display it well.

What would you add? Upon which of these do you most need to improve?

The Downside of NOT Being a Controlling Leader

No game vector icon

I have a pet peeve about leadership. Actually lots.

But, this one is especially strong.

I have a pet peeve against controlling leadership.

I hate it. It’s so counter-productive to progress. It holds the team back from reaching it’s full potential. It stifles leaders. It never builds healthy teams.

And, the fact is if I allowed myself I could easily be a controlling leader. In fact, command is a “strength” of mine, according to Strengths Finders assessment. It can quickly become a weakness.

So, I discipline myself against controlling leadership.

I delegate.
I purposively bite my tongue.
I allow people to do things differently from the way I would do them.
I don’t micromanage.
I yield to others on my team.

And, when we remove controlling leadership it empowers people.

It means people take initiative.
They make decisions without me.
They proceed on their own.

But, that can create problems for the team.

It often causes miscommunication.
It can lead to fragmentation of the team.
It frequently brings frustration.

People lead. That’s no surprise. It’s what they’ve been empowered to do. But, many times they lead in different directions. Sometimes they lead too quickly. Often they lead into their own agendas — even outside the direction of the rest of the team.

And, the only way to keep that from happening is to be a controlling leader.

So, we have to learn to live in the tension.

We have to get better at keeping others informed. As leaders, we have to keep the vision in front of us and keep directing the team towards it, without controlling. We have to be better leaders.

It’s a constant challenge.

It’s even messy at times. But, it’s best.

5 Suggestions to Recover after You’ve Made a Leadership Mistake

Erasing Oops !

You know you made a mistake. It’s just a matter of time before someone finds out.

What do you do now?

I have often watched leaders struggle to recover from a mistake made that probably didn’t have to be as personally or professionally damaging to them as it was. They simply didn’t respond well enough and it cost them more than it should have.

Like the time a college pastor way over committed to a conference. He secured too many slots and not enough people signed up, so the church lost a lot of money. Or the time the worship pastor booked a concert in the auditorium, committed the church financially and with volunteers, and then found out the artist was hugely polarizing to the congregation. Or when a pastor signed a contract for services to the church, only to find out a key volunteer (and influencer) in the church offered the same services and was offended not being able to at least offer a bid on the services.

And, the list goes on…

I’m not addressing necessarily about moral issues or major failures. (I wrote about addressing them in THIS POST and THIS POST.) I’m primarily writing about mistakes that all leaders make. We make them frequently. It’s part of being human and being a leader. Although both lists are very similar.

(By the way, these are fabricated scenarios in that they aren’t specific situations I’m using as examples, but these type mistakes are frequent in leadership.)

Chances are you’ve made similar mistakes. We all have. You’ve seen others make them. They look different every time and there are different characters in each story, but the outcomes are similar. And, the damage is just as damaging if not addressed properly.

Because a leadership principle we can never escape is:

The way you respond after a mistake always determines the quality of recovery.

So, when you’ve made the mistake — and admitting it to yourself is the first step — what do you do now?

Here are 5 suggestions:

Communicate quickly – You don’t have to tell the world, but those who need to know should hear it from you and not from anyone else. Let the offended parties know and the people who will have to answer for the mistake. This can’t be done too soon. Surprises like this never turn out well, but with advance knowledge many times further damage can be averted

Own it – Don’t make excuses. Don’t pretend it didn’t happen. Don’t blame others. Don’t say, “I’m sorry”, but then try to wrap the other person into your story. Ask forgiveness if necessary, but own it now. You made a mistake. Be a leader. Own the mistake and be willing to accept the consequences. You’ll be far more respected and stand a better chance of bridging support in the recovery process.

Stop the loss – Do whatever you can to stop further damaging from occurring. If there are financial issues involved, try to recover as much as you can. If there is collateral damage with relationships, apologize quickly and try to restore trust. I have always found a humble, yet not martyred, but confident response is usually best in these situations.

Figure out what’s next – Help the team recover. Find solutions. Don’t leave the clean up to anyone else. As you lead into the mistake — or even better — lead through the recovery. Help bring people together, seek wisdom, and help steer energy back to a more positive position.

Learn from it – The best thing you can do is to grow from mistakes — all of them. They can shape us as people and leaders — either positively or negatively. The good news is that we get to decide which one. In the process of recovery, sometimes keeping a journal is helpful. Start with the question, “What can I learn from this that will help me make better decisions in the future?”

Of course, the intensity of need for this depends on the size of the mistake and the size of injury caused to the team, church or organization, but the principles still apply in context.

Do you have any examples to add to this post from your own experience?

What else would you add as suggestions for recovery?

Sometimes We Complicate Leadership Too Much

golden leader

Leading is hard, but the principles and practice of leading don’t have to be as difficult as we make them at times.

I talk to leaders every week who are stressed out by the things they know they should be doing but aren’t getting done. They’ve read a blog — maybe even this one — they read a book, they attended a seminar or conference and they feel defeated.

Sometimes I think we complicate leadership too much.

I often tell leaders who want to improve to think of one or two areas in their organization or church, or in their personal leadership style, that they’d like to improve upon and take some small steps to make something positive happen in that area. Don’t start big. Start small. One bite of the elephant at a time. Take one thing you learned and implement it in a small way. Get better at it. Over time, do it more. Simple. (At least simpler in concept.)

If a leader is continually doing that over time they will start to see major improvement. 

For example, a leader who knows he or she isn’t building new leaders, and recognizes the need, could set a goal to help develop one or two leaders this year. Currently no leadership development is being done. Replace that with discovering how and implementing the development of just a couple new leaders.

  • Meet with them regularly.
  • Find out their strengths.
  • Find out their weaknesses.
  • Seek ways to develop their strengths.
  • Help them learn to minimize their weaknesses.
  • Talk with them through your own leadership experience — good and bad.
  • Introduce them to new resources, new opportunities, new challenges, other leaders.

That’s not simple, and it’s not profound, but it is doable and it starts moving things in a more positive direction. With intentionality, discipline and practice, that simple effort can lead to systematizing leadership development in a larger scale in the future.

Sticking with this example, the problem for many of us is that we start at the overwhelming sense that we have nothing. So we try to begin with some complex system of leadership development. It is too big and too fast and so nothing ever gets off the ground.

You may have heard some big, lofty ideas. That’s great. They stretch you, but simplify it in your mind. Place it within your current context.

Start small. Make incremental improvements. Learn from the process. Improve. Increase. Add to. Grow. Systematize. Booyah.

7 “R’s” of Healthy Team Member Correction

iStock_000004292172XSmall

The way a leader handles correction of someone on the team is important if the desire is to keep quality people on the team. All of us occasionally need someone to help us become better at what we do. That should be the end goal of correction. All of us make mistakes.

Avoiding the corrective procedure keeps the organization from being all it can be. It keeps people from learning from their mistakes. Good leaders use correction to improve people and the organization.

It’s important that we correct correctly.

Here are 7 aspects of healthy correction:

Relationship – Corrective actions should start here. It’s hard to correct people effectively if you don’t have a relationship with them. Using authority without an established relationship may work in a bureaucratic organization, but not in a team environment. Relationship building should begin before the need for correction.

Respect – Never condemn the person. As soon as correction becomes more personal than practical, the one being corrected becomes defensive and the leader loses the value of the correction. Focus attention on the actions being corrected and not the person. (Even if the correction involves a character issue, if you intend to retain the person, you will accomplish more if he or she knows they have your respect.)

Reprimand – Make sure the action being correction is clear and the person knows what they did wrong.  Don’t wait until the problem is too large to restore the person to the team. Even though protecting the relationship is important, the person doesn’t need to leave still clueless that there is a problem.

Refocus – In addition to telling the person what he or she did wrong, help them learn from their mistakes. Spend time discussing how the person can improve in the area of performance being corrected.

Restore – Make sure the person being corrected knows you still believe in their abilities and that you have faith they can do the job for which they are responsible. Correction is never easy to accept, but the goal should be to improve things following the corrective period. People will lose heart for their work if they do not think their work is still valued.

Reinforce – Correction can be a valuable time for the team member and organization if used appropriately. It should be a learning time for the leader and the person being corrected. Use this as a time to remind the team member of the culture, vision, goals and objectives of the organization, as necessary to improve the team member’s performance. The leader should consider how he or she can improve to help the team member improve.

Replace – Some people simply aren’t a fit for the team. The problem could be them or the team.  Making the call to replace a team member is hard, but sometimes necessary to continue the progress of the organization. The sooner this call is made the better it will be for everyone. (If it reaches this point, the leader should spend time evaluating what went wrong with the relationship — was it the person, the organization, or the leader?)

Leaders, do you avoid correction? Are you using it for the good of the organization and the people on your team?

What would you add to my list?