When I had just been appointed in my first proper line management role, I decided to organize an offsite with my team. The purpose of this offsite was to finalize the development of a number of HR policies and processes.
Around 11 o’clock in the first morning, in a characterless conference room in the basement of the conference center, we completed our first round of brainstorming. When the time came to write up the output of our first session in a flow chart format, I said I wanted to use a specific methodology I had used as a management consultant, and would be happy to do the write-up.
One of my direct reports looked disappointed, because she wanted to create the flowcharts herself, but a colleague of hers consoled her, and said: ‘Sure, if Dirk knows how to do it and has a strong passion for it, why do we not let him do so?’ The others agreed, and they left the room to leave me to it.
I spend the next 1.5 hours working on my own in the aforementioned characterless conference room in the basement. When I was ready I went upstairs to look for my team. I found them on the terrace, enjoying the sun, cappuccinos, orange juice, and each other’s company.
Fortunately enough they thought my work was ok…
Do it yourself?
A lot of leaders frequently want to do the work of their direct reports. They have a variety of reasons for this, including
‘We read to know we’re not alone’ said actor Anthony Hopkins, playing the character of author C.S. Lewis, in the movie ‘Shadowlands’.
People suffering from the imposter syndrome doubt their abilities and feel like a fraud at work.I personally suffered quite a bit from the ‘imposter’ syndrome in the past, and at times experience serious relapses.
Fortunately, it turns out I am not the only one!
After reading ‘Authentic Self-Confidence’ by Jacqueline Brassey, Nick van Dam and Arjen van Witteloostduijn, I realize I am part of a large community that includes successful (and sometimes well-known) academics, surgeons, management consultants and senior executives.
Lack of Authentic Self-Confidence can lead to sub-optimal performance (e.g. because individuals feel constrained to bring the best version of themselves at work), which can have negative emotional impact on themselves, their families, teams and organizations. Therefore a high-quality publication on this topic is extremely welcome.
There are three reasons why I full-heartedly recommend this book.
In short, self management simply means ‘no bosses’. That’s it (Geoff Roberts)
Thinking back on your highschool school days, do you remember the popular child with its entourage deciding which music, movies and influences were in, or out; whose parties everyone wanted to be invited to? Did you also have a bully at school who terrorized the schoolyard with his accomplices, when no supervising adults were around? Perhaps you also remember the importance of being ‘befriended’ with children in the class whose parents had a swimming pool; and I am sure you also had someone in class whose homework you and everybody else wanted to copy.
I thought the concept of self-managing teams had already died a well deserved death, until I recently saw a clip on YouTube. The clip advocates the concept of self-managing teams by comparing the productivity of self-managing teams with the traffic flow through a roundabout. Different scenarios are compared to ensure the most effective flow to cross an intersection: with or without human supervision, with traffic lights and finally with the creation of a roundabout. Spoiler alert: the roundabout wins. Moral of the story is that in the absence of central control participants will self-regulate the responsibility to cross the intersection, and that by doing so productivity and safety will increase.
I am stunned by the enthusiasm for this clip, because I think the parallel between teamwork and crossing an intersection is incredibly weak. I would even go so far as to say it is non-existent.
I spent a significant part of my working life developing leaders in organizations. What strikes me is that during COVID-19 the demand for this type of work has not decreased; if anything, the demand for leadership development has increased. That is remarkable. During the financial crisis in 2007-2008, for instance, most companies tried to save money, and one of the first things they considered was decreasing the out-of-pocket costs associated with these, and other kind of developmental activities.
Recently I was asked why companies continue to invest in the quality of their leadership at all levels of the organizations, despite the economic uncertainty they are facing.
In my opinion, the reason is that companies have come to realize the growing importance of the quality of leadership at all levels of the organization. I believe that this is a good thing, especially because leadership roles have become more demanding in the last couple of decades, not only for senior leaders, but also for first, and second-level leaders in organizations.
Every year millions of people around the world make New Year’s resolutions. Given that we are currently starting the 2020’s, we have the exciting opportunity to make resolutions for a whole new decade!
One of the key notions in this book is that the world has become much more interconnected and therefore more complex. Unfortunately, our decision-making skills are ‘brilliantly designed – for an older, less connected, and more predictable version of the world’. In this context, Jennifer Garvey Berger mentions five mind traps we can find ourselves in, one of them being trapped in ‘Simple stories.
In the 1970s and 1980s, authenticity and self-development in the workplace were considered to be important by many middle and senior managers in the Western world. Perhaps too important: organizations were sometimes seen as narcissistic vehicles for self-development, instead of entities that should serve the interests of their shareholders and/or other stakeholders.
This orientation changed dramatically in the first half of the 1990s. Two popular business books that were published during that time perfectly illustrate this change. The first one was ‘Valuation’ (1990), a book written by Copeland, Koller and Murrin (three McKinsey consultants), the second one ‘Emotional intelligence’ by David Goleman (1995).
For many senior business people, their day in the office resembles drinking from a fire hose. Not only do they need to attend a large number of meetings (often back to back), they are also hit with a continuous stream of ad-hoc questions from their staff, peers, customers, and line managers which require their attention and action.
A couple of years ago I started to get really worried about my personal effectiveness. Despite the outrageous number of hours I spent at work, I found it increasingly difficult to complete my tasks and finish my projects.
In order to address this, I decided to analyze my workload to find out what I could do to change this.