by Astrid Davies | 11 Jan 2024 | Leadership Matters
Management plays a pivotal role in successful, busy organisations. As I have argued elsewhere, management forms the very foundations of those organisations. However, misconceptions about management persist, shrouding its significance and effectiveness in myths. In this blog post, we’ll do a little light management myth-busting.
We’re going to debunk three common myths about management, to reveal the truth about the important role management plays.
Myth 1: Management is the Hidden Blocker in the Organisation
Contrary to popular belief, management is not the invisible hurdle obstructing progress within an organisation. Instead, it serves as the backbone and foundation, providing structure and order. It’s thanks to management that leaders have the data on which they base their strategic decision-making. Effective management ensures that tasks are efficiently delegated, resources are best used, delivery is monitored and targets are achieved. Essentially, management is the glue that holds different parts of an organisation together. Management does just that; it manages. This means it handles all the operational challenges facing the organisation. The most effective managers achieve this by fostering collaboration and exploring synergies across the organisation.
By addressing concerns head-on, management in fact acts as a catalyst for problem-solving rather than a hindrance. Successful organisations acknowledge the value of transparent communication and proactive management, dispelling the myth that management is a hidden blocker. It could even be the case that this myth persists most in unsuccessful organisations. Might there be a causal link here?!
Myth 2: Management is “The Clay Layer”
Another myth is that management is where dreams go to die. This is actually really unfair. In reality, management serves as the fertile ground where dreams are nurtured and transformed into actionable plans. A skilled manager facilitates a constant and positive communication exchange, between strategic leadership and operational delivery teams. It is important for management to be able to translate the strategic vision from the leadership. This translation means the strategic vision can be broken down into practical tasks, which helps the vision to actually be delivered.
Importantly, these same managers are also responsible for feeding back from delivery teams. For instance, this feedback can be used to inform future plans, generate more practical innovation, or even persuading the leadership that their plans simply won’t work! This is really important for employee engagement. Delivery teams and their managers feel heard and valued when their feedback is used to inform their organisation’s future direction. Employee-guided organisations have long been held up as the Holy Grail of employment practice. It is very difficult to have an employee-guided organisation without managers.
Rather than stifling creativity, effective management cultivates a culture of continuous improvement and adaptation. On the contrary, it encourages employees to dream big while providing the necessary support and guidance to turn those dreams into reality. In this way, management is not a clay layer but actually an enabler of success.
Myth 3: Management is “Leadership-lite”
I still hear people talk about management as if it’s an inferior stepping stone to the ultimate goal, Leadership. I find this mindboggling in its narrowmindedness. It is in fact a hangover from when “management” meant just monitoring, checking on people and generally watching over every minute detail of front-line operations. As mentioned above, it is wrong to believe that this role was inferior, somehow subordinate to leadership. This kind of view assumes management is merely a watered-down version of true leadership.
On the contrary, effective management involves planning, organising, and coordinating resources to achieve specific strategic goals. It is a massively responsible role. This is the tactical implementation of leaders’ broader strategic vision. Put simply, it’s the sharp end. Without solid management, visionary ideas just don’t happen. You won’t get effective leadership without effective management to deliver the vision.
Recognising the equal value and importance of management and leadership is essential for a successful organization. As should be obvious from what you have read above, I believe firmly that management and leadership are complementary. By working hand in hand, they provide a balance which ensures the vital flow of information, ideas and feedback. It is symbiotic. Leadership inspires and sets the vision, management makes sure that vision becomes reality. Neither can succeed without the other.
This bit of management myth-busting is important, to me but also to any leaders seeking to run a successful organisation. Far from being a hidden blocker or dream-stifling clay layer, management is actually the driving force that turns aspirations into achievements. It is not a diluted version of leadership but a vital partner in a symbiotic pursuit of excellence. Furthermore, any effective leader will be effective partly because they can also manage. There are many managers who will never be senior leaders. There are, however, no senior leaders who are effective who have not been a half-decent manager. Effective leadership thrives on knowledge and skill. Hopefully, this management myth-busting will highlight the value of management after all.
If you would like an informal conversation about any issues raised in this blog, please contact us and let’s have a chat about making leadership easier.
Photo-credit: Unsplash
by Astrid Davies | 7 Jan 2024 | Leadership Matters
The foundations of a building are the most important part of the structure. Similarly, the foundation of an organisation is good management.
Both are the base on which the entire entity stands. Both are responsible for bearing the brunt of the stresses and strains. And the integrity of both the building and the organisation depend on the quality of their foundations. The management is responsible for setting the tone of the organisation, and it is responsible for ensuring that the organisation is able to withstand the pressures of its marketplace
In this blog post, we’ll consider the importance of strong foundations in management and leadership.
The foundations – starting at ground level
When you start to build a building, you don’t start with the roof, do you? Obviously enough, you begin with the foundations. You make sure the foundations are robust and complete enough that they can support the whole building. Those foundations also have to bear the weight of the building AND everyone and everything inside it. Any fault in those foundations will show in cracks, instability and, if it is not addressed, the whole building toppling to the ground.
It may be stressing the metaphor, but bear with me here. Without effective management, any organisation will struggle to function. Management may not set the vision and direction, but they definitely influence the tone within an organisation. Management creates the day-to-day culture. Not only this, but managers all need a high level of skills and the right attitude, to enable the organisation to tolerate the stresses and strains it will face in its regular operations. Without this, an organisation will struggle to function, or at least function effectively and productively. The culture can become acrimonious, overly-competitive and, ultimately, so divided that it fails to function. When that happens, you can bet that the whole organisation will struggle to continue. One thing is for certain: no organisation has survived having brilliant leadership but underperforming management.
Management – why it’s the foundation
When you have effective management in your organisation, you don’t notice it. Just like the foundations of a building, you don’t spend much of your day wondering at its effectiveness. You assume it’s there and that it works. It leaves you free to admire the windows (services) the design (structure) and yes, even that roof (your leadership). I would argue that this is an unfortunate state of affairs. By ignoring management and taking it for granted, you are storing up potential trouble. My company focuses on the importance of management for this very reason.
When you focus on the management in your organisation and celebrate their importance (rather than take them for granted or, worse, view them as “the clay layer” that gets in the way of your brilliant visionary planning), you are effectively taking a jackhammer to the foundations of your organisation’s success. Instead, how about investing in your managers? Offering them training to hone their skills is an investment, certainly. However, it is also prudent. This is because your managers’ skills are the currency of your organisation. By helping them improve their skills, you help them build their confidence alongside their competence. In turn, this contributes to a confidence across the organisation. And this is very important because it encourages a collaborative culture, not a competitive one. This is where I am starting to move away from traditional “measure what’s important” management gurus.
Modern Management – the good foundation your organisation needs
Modern management theory emphasises the importance of strong foundations in management. As I set out above, current thinking holds that the foundation of an organisation is its management. By making sure your managers have up to date skills, that match the needs of your workforce, you are shoring up those foundations.
On the other hand, older management theorists thought that the most important function of management was to supervise and measure. Those skills are still relevant, certainly. In addition, I would argue that making sure your teams feel well-led, supported and valued require your managers to have a good grasp of a lot of other management skills. Managers need to be able to read their people. Your managers need to be able to translate corporate vision-speak into practical deliverable plans. And most of all, your managers must be competent at the interpersonal basics: saying please when asking for work done; thanking their staff for work well done; ensuring the credit goes to the people who did the job, not the manager taking all the limelight.
Where is leadership?
Leadership is often seen as the Holy Grail, the ultimate career destination. I think this is a flawed premise. For a start, not all managers are cut out to lead. That doesn’t mean they are anything other than super managers, motivating their happy teams to deliver well against targets. On the other hand, not all people in leadership roles can manage. Note the language here; I do not call such people leaders. That title only goes, at least in my book, to those who can also set organisation-wide strategic visions and purpose. This “big picture” context provides the essential context, for your managers to deliver.
So, to circle back around to our metaphor, if you want an organisation that is built on firm foundations, you have to have managers throughout your organisation who can manage – and manage well. The required skills are really important for your managers to have, and even more important for your organisation that they have them and use them regularly.
How will you ensure the managers in your organisation are your reliable, invaluable foundations? If this has made you think about the management in your own organisation, and you would find it helpful to talk over your thoughts, please contact us. Let’s have a no-obligation chat and see what you need.
by Astrid Davies | 22 Nov 2023 | Leadership Matters
In the fast-paced world of business, a cohesive team that pulls together is essential for success. However, it’s not uncommon for teams to experience periods where they’re not firing on all cylinders, or pulling together, struggling to sing from the same hymn sheet or any other euphemism you may like, for not working together well. If your team is facing such challenges, this blog is for you.
There are lots of proven strategies out there, to help you refocus your team on collaborative success. Here are some of our favourites, because we have experience of them working really well. They focus on trust, accountability, and sharing a common purpose.
Cultivate Trust Within the Team: The Bedrock of Collaboration
Trust is the cornerstone of any successful team. Without trust, communication breaks down, collaboration splinters, and the team’s overall performance suffers. To rebuild trust within your team, you may like to try these strategies:
Open and Transparent Communication:
- Encourage open and honest communication within the team. Establish a culture where team members feel comfortable expressing their ideas, concerns, and feedback. Regular team meetings, both formal and informal, can provide a platform for transparent discussions. A “No Surprises” culture can also help – encouraging the sharing of bad news early, along with the freedom to fail (so long as your team learns) will build a strong bond of shared trust and unspoken reliability.
Lead by Example:
- Leadership plays a pivotal role in fostering trust. Leaders should lead by example in this regard. How? By demonstrating integrity, reliability, and transparency. When team members witness these qualities in their leaders, it sets a positive tone for the entire team. It also sets a level of mutual expectation – everyone is expected to behave decently to their colleagues, to keep their word and to be honest and open in their dealings with others. Open means not hiding important details; it does not mean bogging your colleagues down with minutiae which clog the team’s effectiveness.
Team-building Activities beyond the spaghetti and marshmallows
- When you read “team-building”, does your heart sink, or your eyes roll? It’s such a hackneyed term isn’t it? Bitter memories of faffing about with people you don’t know (or don’t like – or both!) in the rain to make you all work together magically often come to mind. Don’t worry – that’s not what we’re talking about here! We recommend working on how to build trust-based bonds between your team members, using exercises that are based in the team’s strengths. How to find out their strengths? We use a range of profiling tools. You can use what you like, but focusing on strengths uses positive psychology to support people to build bonds from a good place. That creates a real camaraderie – and that’s what you need to get you through the tough times (or to get people to work together as you know they can).
Instil Accountability: Empowering Individuals for Collective Success
Accountability is the glue that holds a team together. When each team member takes ownership of their responsibilities and is accountable for their actions, the entire team benefits. If you are wondering whether you have this, ask whether you have a blame culture. If you do, that’s a lack of accountability! Here are some actionable steps to change that:
Clearly Defined Roles and Expectations:
- Ambiguity regarding roles and expectations can lead to confusion and frustration. Clearly define each team member’s role and responsibilities, ensuring that everyone understands how their contributions align with the team’s goals. Wherever you can, agree this first with the team member, rather than impose it on them (if that feels difficult, re-read the first section on trust, above).
Regular Check-ins and Feedback:
- Establish a system of regular check-ins and feedback sessions. These can provide opportunities to discuss progress, address challenges, and celebrate achievements. Constructive feedback should be a two-way street, with team members feeling comfortable providing input as well as receiving it. Again, the “no surprises” rule applies here, with no Big News kept waiting for annual appraisals. That’s secrecy (re-read the first section again!) and can be toxic.
Goal Setting and Milestones:
- Set specific, measurable, achievable, relevant, time-bound, exciting and recorded (SMARTER) goals for the team. Break down larger objectives into smaller milestones, allowing for a sense of accomplishment from team members along the way. This can also help if your team are feeling overwhelmed – “chunking down” into small work packages that can be achieved can be transformative when they are faced with a raft of KPIs and don’t know where to start. Celebrating these achievements reinforces the team’s commitment to accountability.
Define and Communicate a Shared Purpose
Uniting the team towards a common goal is a powerful motivator that can really bring individuals together to make a team. It also has the potential to be powerful, to remind a team why they do what they do, together. When team members understand and believe in the purpose of their work, collaboration becomes more natural. Here’s some ideas for how to engender and communicate that shared purpose:
Craft a Compelling Mission Statement:
- You could refocus your team, by having them develop a mission statement that encapsulates their purpose and values. This statement should inspire and resonate with each team member, fostering a sense of pride and commitment to the collective mission. It should also remind them of what works, what they are best at and what they enjoy.
Align Individual Goals with the Team’s Purpose:
- We would always recommend that your team members can see a clear connection between their individual contributions and the overarching purpose of the team. When individuals understand how their work contributes to the bigger picture, they are more likely to feel motivated and engaged. So when you’re having feedback or goal-setting conversations, revisiting this can be really powerful.
Regularly Reinforce the Shared Purpose:
- Messages in corporate communication work best with repetition and reinforcement. So if you can integrate the team’s purpose into your regular communication channels, that is another useful way to reinforce that sense of collective endeavour. Whether it’s during team meetings, in project updates, or through more widespread internal communications, consistently reinforcing the shared purpose keeps it front-and-centre for everyone.
So, in the end, taking a team that’s not firing on all cylinders and turning it around takes work. More than that, it takes planning and intentional action. By keeping your focus on trust, accountability and that all-important shared purpose, you create a framework for improvement. You can choose to give our tried-and-tested approaches or you can go your own way. Either way, clear and open communication, together with a supportive approach that encourages your teams to re-discover their A-game, will be crucial to your team rebuilding their resilience.
If this sounds like something you need, but you’d like to talk it over, we would be delighted to chat with you. Please contact us to book a confidential conversation, to explore how to get your team pulling together once again.
Image credit: Yan Krukau: https://www.pexels.com/photo/man-in-white-dress-shirt-covering-his-face-7640484/
by Astrid Davies | 21 Oct 2023 | Leadership Matters
(Image credit: Luis Villasmil on Unsplash )
Have you ever felt the need to clear your mental clutter? Are you juggling multiple priorities, together with brilliant ideas, and all the while afraid of forgetting the best ones? Perhaps you just want to put your thoughts on paper to see where they lead.
I confess I am one of those people who enjoys decluttering programmes on television. The sense of peace, calm and purpose that “clear decks” bring is palpable. In the same way, I derive immense satisfaction from helping clients organize their thoughts. Witnessing their hopes, dreams, and fears laid bare is a profound privilege. Brené Brown asserts, “Vulnerability is not weakness; it’s our greatest measure of courage.” I’ve seen this courage displayed by my clients many times. Every single time I am proud for them; I know how hard it can be to do.
Given that I offer a service that helps clients clear mental clutter, I thought I would present a case study to illustrate how it works.
Case Study
A client approached me with the exciting task/challenge of downloading the contents of their brain. In effect, they needed to clear mental clutter. It was a tremendous compliment and a significant responsibility. We met in their office, facing a massive, empty whiteboard.
This client was no stranger to challenges. They were an ambitious leader, driven by excellence, equipped with a focused intellect, unwavering confidence, and a thirst for personal development. A blank whiteboard posed no intimidation.
Instead of a simple brain dump, my client asked, “How shall we approach this?” It was a fantastic question.
In every coaching session, the client should lead. So, we discussed what my client needed and what they wanted to achieve beyond just emptying their mind. What was the purpose, the desired outcome, and the change they sought?
The goal was to explore ambitious business plans and address personal aspirations, ultimately creating the mental space to think through their plans.
The process: how we help you clear mental clutter
We began by listing personal and business ambitions, noting the challenges, envisioning the company’s future, creating a mind map, and filling the whiteboard.
The hard work may seem like the client’s, but I was there every step of the way. I asked probing questions, cutting to the heart of the matter. Progress was clean, with no distractions.
My role was to challenge their thinking, test the robustness of their ideas, and help them gain new perspectives. Playing Devil’s Advocate refined their goals.
Once the whiteboard was full, the client structured their thoughts, taking a literal step back to gain perspective. A clear plan emerged. Within three years, despite challenges like Covid, their company grew, diversified, and freed the client to pursue personal ambitions.
How can this help you?
In today’s busy world, having space for unfettered thinking seems like a luxury. However, as this case study demonstrates, investing in a help to clear mental clutter is an intelligent business move. It provides the headspace to identify priorities, validate plans, and unearth new opportunities.
You can try this on your own, but it’s challenging. Alternatively, you can get in touch with us. Let’s help you declutter your mind.
by Astrid Davies | 19 Oct 2023 | Leadership Matters
In today’s fast-paced world, senior leaders, such as CEOs, CFOs, and Board members, often find themselves overwhelmed by a deluge of thoughts, ideas, and responsibilities. They juggle countless tasks, manage corporate ambitions, and make strategic decisions. This constant mental barrage can clutter their minds.
This is where the art of unpacking their full brains comes into play. It helps them think more clearly, ultimately driving progress within their organizations.
At ADCL, we have the privilege of working with senior leaders across various sectors. Actually, we partner with them, helping them navigate the complex landscape of their responsibilities. Our purpose in this is simple. We assist them in downloading their thoughts, sifting through them, and identifying and prioritising the ideas that will propel their organisations forward, as sustainably as possible.
The Overloaded Mind of a Senior Leader
Generally, the role of a Board member is not for the faint-hearted. They have to oversee the big picture while simultaneously managing countless details. Their brains are like “mind palaces” of insights, experiences, and aspirations. However, without a structured approach, these treasures can remain buried beneath the clutter.
Picture the mind of a senior leader as a bustling library. In detail, the shelves are stacked high with books representing ideas, challenges, and opportunities. Without proper organization, this library can become chaotic, making it challenging to find the right thought at the right time. Our lead consultant’s background as a Chartered Librarian for decades is particularly useful in this context.
The Process of Unpacking
Our approach to helping senior leaders unpack their minds therefore pulls on these librarianship skills. We support a process of pulling information together, sifting through it and then helping our clients to prioritise the key actions to take, to reach the outcome they want. As with much of our client work, it has three simple stages:-
1. Downloading Thoughts:
The first step involves encouraging leaders to release the maelstrom of thoughts swirling around their minds. This can be done through one-on-one sessions or team workshops, depending on the context. We provide a safe and structured environment where they can articulate their ideas, concerns, and aspirations without judgment.
During this phase, leaders are encouraged to think about everything that occupies their mental space. What keeps them up at night? Which opportunities excite them the most? What challenges are they facing? By allowing them to articulate these thoughts, we help bring clarity to the chaos.
2. Sifting Through the Chaos:
Once the thoughts are out in the open, the real work begins. We assist our clients to categorise and organise their thoughts into distinct areas or themes. In fact, this process is crucial. That is because it helps identify common threads and connections between seemingly disparate ideas.
By sifting through the chaos, our clients can “press pause” and put a stop to the noise. This clarity ensures they gain a better understanding of the issues at hand and can prioritise what truly matters. They can start to identify which ideas have the potential to drive significant progress and which may need to be parked. Importantly, they will also be encouraged to let go of pipe dreams and ambitions that only they hold dear. This often forms a surprisingly large proportion of the noise.
3. Identifying and Prioritizing:
Since they now have a clearer picture of their thoughts, leaders can now identify and prioritise the ideas that align with their strategic objectives. This step involves a critical examination of each idea’s potential impact, feasibility. Next our clients review their alignment with the organisation’s mission and values. This also offers a useful insight into any misalignment at Board level between its members, which is something we will also help our clients to address.
By focusing on a select few high-impact ideas, leaders can direct their energy and resources more effectively. This streamlined approach enables them to make informed decisions and take purposeful action.
Think more clearly
The journey from a cluttered mind to a clear and focused one is transformative. When senior leaders can see the path forward with greater clarity, they become more effective in their roles. They can communicate their vision more convincingly, inspire their teams more profoundly, and navigate challenges more adeptly.
Moreover, this process of unpacking the mind isn’t a one-time event; it’s an ongoing practice. As the business landscape evolves and new challenges arise, leaders can return to this process to adapt and refine their strategies. This simple system is all part of the “Diagnose” section of our 3-part consultancy approach. In addition, we always make sure we leave behind these skills in our clients’ organisations.
The value of One-on-One and Team workshops
Although our approach to helping senior leaders unpack their minds has a system, every client’s project is different. Of course, this necessitates a flexible service. In fact, it results in a totally tailored service. We offer both one-on-one sessions and team workshops to cater to different needs and preferences.
One-on-One Sessions: These sessions provide a personalized and confidential space for leaders to explore their thoughts and emotions deeply. It’s an opportunity for introspection and self-discovery.
Team Workshops: In a team setting, leaders can collaborate, share insights, and gain a broader perspective. Team workshops foster a culture of open communication and alignment, enabling organizations to move forward cohesively.
Conclusion
In the ever-evolving world of leadership, senior leaders benefit from a structured approach to manage the complexity of their roles effectively. Unpacking their minds, sifting through their thoughts, and identifying and prioritizing ideas is a transformative process that leads to clarity, focus, and progress.
At ADCL, we are dedicated to partnering with senior leaders on this journey. Our goal is to help them unlock their full potential, lead with purpose, and drive their organisations toward success. By assisting leaders to think more clearly, we empower them to make informed decisions. This then helps them to inspire their teams. And this ultimately enables them to leave a lasting legacy in their sectors.
How to think more clearly
If you’re a senior leader seeking clarity, focus and a meaningful impact, please message us or contact us via our website. Let’s get started on the clarity and headspace you crave.
