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Monte Williams, Founder/CEO, ALEUAs leaders, the most important part of our position is to optimize talent to achieve the strategic business objectives of the organization. But what does the path to optimization of talent look like? Some would say that the best way to optimize talent is to manage them effectively and by doing so you are being a good leader. Though there may be an element of truth to that notion, are we missing something else that should be considered?
Often times the terms management and leadership are interchangeably used incorrectly. We should lead people and manage processes, not vice versa. People were never meant to be managed. We are not machines. We have thoughts and emotions that must be considered before our talents can be optimized. The process of considering these intangibles and aligning them with the strategic business objectives of the organization in a manner that inspires a person to take action can be defined as leadership. Here is a 4-step approach on how to L.E.A.D. your people in a way that is mutually beneficially for them and the organization.
The first step is to Listen. Our employees know more than we give them credit for knowing. There is value in seeking to understand their perspective. Ask questions about things that matter to you and the business, then listen to their feedback with an open mind. The goal isn’t to judge what they are saying as right or wrong, but rather to gain another perspective to be considered as you work towards finding a solution. In addition, listening also humanizes you as a leader. It sends the message that you are approachable, open, and dedicated to doing things the best way - not your way.
The second step is to Educate. It is nearly impossible to inspire talent without educating them on why their actions are important and how they contribute to greater goals of the organization. This is a time-consuming, repetitive, collaborative process because everyone consumes information differently. It involves ensuring that there is a clear understanding around all company initiatives, policies and procedures. The key to executing this step effectively is to present the information in as many ways as needed to ensure comprehension. The goal of this step is to make certain that they understand why particular actions are being taken. The goal is not to ensure that they agree with the actions that are taken. It is important to make that distinction. We will never get all employees to agree with every directive the company has, so attempting to do so is an exercise in futility. However, looking to reach a point of understanding allows our employees to process the directive in their own time, on their own terms, which positions them in a place of “empowerment to choose” rather than being “forced to do”.
"Often times the terms management and leadership are interchangeably used incorrectly. We should lead people and manage processes, not vice versa"
The third step is to Adapt. As the needs of your organization change as do the needs of your employees. It is important for you to consistently adapt to those changes. They may come in the form of communication preferences, career trajectory, type of leadership needed, and a plethora of other things. Regardless of what form the change appears, the goal is to adapt in a way that continues to inspire your employees to strive towards the strategic objectives of the organization. It’s important to note that you can never change a person or employee; you can only inspire them to change themselves. Your ability to adapt is the catalyst for their inspiration to change.
The fourth step of the approach is to Demonstrate. The idea of “do as I say, not as I do” is not effective when leading talent. All behaviors that you’d like to see in your employees must be demonstrated by you first. Your demonstration will increase the likelihood of their adoption. For example, if you are interested in implementing a system of accountability for performance management, it is imperative that you show your employees how you are holding yourself accountable when you fail to perform. The goal is to demonstrate that you are holding yourself to the same standards that you are creating for them. This action sends the message that you are part of the team, not above it, which is essential for creating a strong team culture.
Leadership comes in many forms but the L.E.A.D. approach outlined above is universally applicable to leaders at all levels, in any department, in any industry. The approach cannot be pigeon-holed because the tactics appeals to the commonality of human nature routinely experienced in the work world by all. The ability to connect with your employees on a human level, will determine your effectiveness as a leader. The L.E.A.D approach identifies 4 opportunities that can help you establish a meaningful connection with your employees, which long term will help you optimize their talent.
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