24 Oct MIND THE GAP. HOW EXECUTIVES GROW THEIR DIRECT REPORTS.
How confident are you that your direct reports are working at the level you need them to?
For executives to do the higher-level leadership, the big thinking, the strategic creativity, they need their direct reports to be operating at a very high level too. This ensures the executive can focus where they need to.
What I am seeing now is that the gap between executives and their direct reports is getting wider, making it harder for executives to do the big leadership work. People in executive roles are being pulled down into activities that should be executed by their direct reports.
There are lots of reasons for this. Some of them valid, some of them less valid.
I want to share with you how the executive can make a difference here. This is about going back to some of the fundamentals to create sound foundations for your direct reports to build upon, and to close the gap between the executive level, and the next level down of senior leadership.
This is required so these people can elevate their leadership, and their activity. So these senior leaders can show more initiative, escalate less often, solve at their own level, and take real ownership of their portfolios.
While there are many contributing factors to this widening gap between executives and their direct reports, it is the responsibility of executives to close this gap. To be mentoring, modelling, and coaching every day, to bring their people up to the right level, rather than moving themselves down to their people.
What we want is everyone to rise. Rather than everyone being dragged down into the day-to-day, into the highly reactive, highly responsive, tactical space, as opposed to the strategic space. The strategic space is where you make the difference in six months’ time, in 12 months’ time. Where you can create the future.
Telling someone where they stand is one of the most respectful things a leader can do.
Kim Scott, Author
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One of the key foundations executives really must focus on is the critical everyday conversations. What I am seeing is the absence of these conversations. Conversations which move the needle, create accountability and possibility. As an executive if you do not have these conversations, then you are missing an opportunity, and you are depriving everyone of better outcomes. Harsh, but true. These conversations are gifts and without them, you all miss out. And where is the benefit? It is not good business, and it is not good leadership. So, let’s give the gift of essential conversations, important conversations, and take the amazing outcomes that result. Here are some of the essential conversations:
Expectations. I want something from you; you want something from me. If we do not articulate it to each other, then how do we know? This is where disappointment can set in. Because there are assumptions and a lack of clarity. So how can you clarify? How can you negotiate on the expectations? Without this conversation, you lose the opportunity and create the potential for disappointment. So be clear with the people who work directly for you.
Feedback is such a missed opportunity, and has a very bad reputation when it does not need to. Feedback is a gift. Sharing observations and insights allows people to make better choices for themselves, better decisions to move forward, or change course. Do not leave feedback to chance. Do not hope that magically somebody’s performance might change or improve. You need to give them information so they can choose to make those changes themselves.
I was speaking to an organisation earlier this week who mentioned their executive team had not completed more than half of the performance plans and reviews for their direct reports. How can people achieve if they do not know what they are aiming at? Performance planning is critical to creating ownership of outcomes. It provides clarity about what is important, and creates responsibility for goals. Then the performance review provides a real opportunity for development. Offering feedback with a view to constructing a better way forward, and also to capitalise on great things that have already happened. Another important aspect of the performance process is the opportunity to help people develop their career path and growth. To identify what is going to elevate them into the next possible role. Maybe an executive role. This is part of closing the gap, helping people aspire.
Dedicated time with your direct reports. I continue to hear that while one-on-ones might be scheduled fortnightly, weekly, monthly, these are often cancelled at the last minute. This is about commitment, and priorities. If you want your people to thrive, if you want the opportunity to grow and develop them, then the one-on-one is one of your primary opportunities. If you are not having one-on-ones, the message you are sending is your direct report is not important enough for you to spend time with them. To support them, to give direction to them, to coach them. I encourage you to choose a cadence of one-on-ones that you can honour, and then really stick to them. It does not need to be a lot of time, but it does need to be dedicated, focused, intentional time with your direct reports. Creating the opportunity for them to step up. |
The cost of silence is higher than the discomfort of a hard conversation.
Luvvie Ajayi Jones, Speaker and Author
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None of these conversations are impossible conversations. They are all very doable. Yet when these conversations are absent, after a time the cracks appear. This is what I am seeing at the moment. Building these foundations back in, holding yourself to account as an executive who is responsible for closing the gap to your direct reports by having these essential conversations, will change the way you lead. And the level at which you operate. (Read more in my book The New Leader, Chapter 7.) Have the conversation. Create the opportunity for growth. Create the potential for your people to rise to expectations. Develop connection, clarity and insight for them. Create a visible line of sight between you and your direct reports. Grow your people so they will rise, allowing you to rise. I’d love to know your thoughts. |
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