As we often discussed, leadership requires the correct blend of different elements for a specific organisation among those available form a theoretical point of view.
Today we focus on three very important ones.
Consider interdependencies, siloing is not an option
The first aspect, often overlooked, pertains to organization through projects and their interdependencies. Successful teams acknowledge and leverage interdependence, both internally—through the collaboration of team members—and externally—through interactions with other teams. This facet of leadership is essential for every organization, as it enables a comprehensive consideration of all elements contributing to outcomes, allowing those tasks to be handled by the individuals best suited for them. As managers, we should encourage reflection on the significance of interconnection for ourselves and each team member. By gathering insights, we can optimize resource allocation and enhance efficiencies.
Have a good rewarding (and not) mechanism
The second point we address is intrinsic to human nature: generally, to effectively motivate individuals collaborating with us, it is essential to implement incentives alongside a clear system for “rewards and penalties.” However, this critical aspect is often oversimplified and predominantly associated only with economic incentives. In reality, each person has a distinct blend of material and immaterial forms of recognition that drives them. The skill of a manager lies in discerning these nuances and applying the appropriate methods available. What would team members identify as suitable incentives both individually and collectively? How do these incentives influence motivation? Each individual, and by extension, each organization, possesses a unique profile and, correspondingly, a distinct rewarding mechanism. Furthermore, as uncomfortable as it may be to acknowledge, this principle also applies to consequences in the event of failure. For instance, consider a scenario where achieving success yields a reward, but failure results in no consequences: would this truly motivate individuals to excel?
Influencing decisions
The third element pertains to the capability to influence decisions while ensuring transparency in processes and communication. This is a nuanced and highly intricate skill that is honed over time, often developed through a series of trials and errors. To effectively strategize, it is essential to analyze each issue, clarify the desired objectives, and determine whom or what needs to be influenced. When we refer to “influencing,” we mean the attainment of a goal rather than merely “managing” situations by making adjustments: for instance, a skilled manager identifies the optimal moment to escalate a problem, while remaining transparent about the issue at hand. In this domain, there are no shortcuts or absolute certainties, rather, one navigates a continuously evolving and fluid context.
Count on informal relationships
Informal dynamics frequently occur within an organization and require management at that level. It is crucial to effectively manage the various levels of communication, as their convergence often introduces complexities that can hinder achieving desired outcomes. A savvy manager will recognise informal communication, assess its significance, and uses it appropriately to maximise its impact.
