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In the initial meeting we were introduced to a gentleman, we will call John Smith for the purposes of this paper, and it was explained to us that as part of ARC culture, leadership opportunities were provided in a formal manner to allow everyone to lead a project. In this case; it was John Smiths turn in the rotation. Within a short time period after starting the project it became very evident that John did not possess the natural leadership abilities needed to manage a group of highly educated and experienced individuals. The project suffered cost overruns, timeliness were in disarray, and the project was in a session to fail.
We were forced to go to ARC upper management and explain the situation and proposed a change in leadership to one of the DINT consultants who did posses the leadership abilities needed to make the project a success; this DINT individual happened to be me. I quickly revised timeliness, reassigned some team members to different roles and brought the project under control. The result was a major success for ARC and Dolomite and Touch© Consulting Group because the project was completed early and under budget because of a change from an assigned leader to a natural leader.
Leadership is based on results, which can be directly related and measured with the perception of the individuals who are directly and indirectly related to a project, company, etc.. With regard to each individual’s leadership abilities. The LIP survey (James M. Souses and Barry Z. Posse; 2003) was a perfect exercise to gage this perception of the individuals we are involved with from numerous points of view (e. G. Co-workers, direct reports, clients, managers, etc.. ).
Further review of the L PI data presents some great insights into the perceptions of those involved with my leadership results as compared to the perceptions of those who ere directly affected by leadership actions. Several areas were considered in the exercise encompassing model the way, inspire a shard vision, challenge the process, enable others to act, and encourage the heart. Each of these five main areas combined created data that will allow for a larger drill down into each section and the resulting picture will paint a portrait of the leader. Figure 27. The LIP identified areas of strength and weakness. The areas identified as weaknesses will provide an opportunity to improve upon and assist in formulating a plan to go forward. The plan will provide the necessary road map o fill in the gaps needed to address the perceptions. The LIP data identified several areas of strength; model the way, and inspire a shared vision were the two practices that stood above the rest as indicated in figure 27. 1. To inspire a shared vision implies the ability to “see vision in every opportunity” and this is important to a successful leader.
By walking into a room and envisioning the end success even prior to any work being started is a talent that cannot be taught, but is a leadership trait acquired at birth. The ability to look into the forest and envision each Figure 27. – inspire a shared vision tree as an important part of the project as a whole and understanding which trees to water, fertilize, prune and/or remove without the benefit of a preordained plan. This trait provides the ability to expand that vision by articulating it to others so that they too can be empowered to understand the big picture and to willingly accept it.
This acceptance creates a path that allows for the transfer of knowledge to each individual, under the leaders command, to allow them to absorb the necessary information to perform more effectively as a valuable part of the team. The results of this approach yield the ability to obtain higher goals than previously anticipated by tapping into and elevating the vision of each team member, so that they too realize a higher sense of purpose. The net effect is a more effective member and a more effective team with only the prospects of successes increasing.
For example; recently I engaged a small company to create an assessment of their information technology environment. Within a very short time frame it was envisioned as to what the solution should be. This vision was articulated to the client and the response was overwhelmingly accepted and a plan put in place to proceed. The ability to assign tasks and empowering people with the full understanding that “l would not ask anyone to do something I would not do myself’ is a perfect Figure 27. 3 – model the way example that the topics presented in model the way.
Articulation of vision by leading the way to the established goals is as important an asset as the vision itself. Building a plan to execute the tasks necessary to accomplish the goal envisioned is important. But, building the proper steps and the roadman for the team to follow is more critical to the success of the project as a whole. Articulating the plan so that all team members understand their respective roles and how those roles interact with overall goal is important to the success of not only the project, but to raising the awareness of each team members importance, from their perspective.
By establishing the necessary tools needed by each team member, providing those tools, and then allowing the team members to make decision along the way toward obtaining the goal is critical. In other words; by providing the tools, software for example, that is defined by the team member, reaching mutual agreement on the goal and then allowing the team member to execute the plan with choices of their own is empowering and not controlling. This will result in a much larger effectiveness in the performance of each member and the results will be outstanding.
For example; recently, while performing an information technology infrastructure implementation, I overheard two engineers complaining about the work when installing the data cabling. So without mentioning a word I proceeded to start in assisting with the installation, which included climbing into the drop ceiling and running the wires. When I was completed and my slacks and white shirt were completely dirty; I glanced t the two engineers and their body language suggested a sense of belonging and that they as much as me were part of the team on equal footing, a win-win.
The LIP data indicated areas for improvement and created an opportunity to establish a plan for improvement. These areas included challenge the process, enable others to act, and encourage the heart. The plan to improve upon the areas in question is by far an easier task than it is to execute and maintain the plan. It is important that in order to benefit fully from the feedback suggested in the LIP, a plan must include benchmarks and annual LIP surveys to track the improvement. Adjustments to the plan must be identified and carried out; a constant shaping and sanding of the model so the rough diamond becomes a gem.
The plan establishes benchmarks by first analyzing the LIP results, deciding on an achievable goal, and setting a timeline of three years. This is an obtainable realization of a change in the leadership process that is lasting and not one of quick fix. We will establish a set of goals that will increase the averages of each of the respective areas, identified in the LIP as areas in need of improvement, by 8% over the next three years or better stated; an increase of 6% each year. Each individual area will be elaborated on further in the coming paragraphs and the established goals illustrated.
The first part of the plan will address the challenge the process; figure 27. 4 Figure 27. 4 – challenge the process illustrates the average verses self scores identified for this section and projects the goal by 2010. There are several methods that are planned to help “raise the bad so that the goal is achieved. The first aspect is installing passion in the approach to every new job or project so that the mindset is one of an ever hanging process and never accepting that the current situation is one that cannot be modified and/or improved.
Second, make better decisions about which team member fits better into a respective role within the group. This will ensure that stagnation will not have an influence on the team as a whole and the team’s effectiveness. In other words; continue to challenge the team by providing opportunities for each team member to accept new responsibilities within the team methodology. Lastly, increase the availability of training for the team members; enforce participation and reward the achievements acquired s a result.
Ensure that testing will be a part of every training course to properly challenge and recognize the accomplishments. For example, the two engineers mentioned above; the frustration with their role may have been a result of them not being challenged. So identifying their strengths and creating additional opportunities for them to succeed would go a long way toward improving their attitude, which has a direct effect on their performance.
But, my openness to provide an alternative to the current team assignments positively influences the team and increases the perception of my leadership results. The next part of the plan deals with enable others to act; figure 27. 5 illustrates the average verses self scores identified for this section and projects the goal by 2010. This part of the plan focuses on several areas related to the team member’s goals and paving a road for them so that their goals become as important as the leaders and the team.
Improving the relationship between the leader and each team member is key to creating an environment were better communication and understanding of the mutual Figure 27. 5 – enable others to act goals of all are properly stated. This increased communication level will serve as solid foundation to build a more lasting trust between the team and the leader and also between each team member. This process will be the most challenging and will create opinions that do not agree, however it is important that the leader focus the team on the resolution and steer the energy away from the problem.
The high level goal here is to get to a point where the team members are comfortable expressing their views to the leader and the leader seeking to understand (Stephen Covey; 1 989) those goals. Utilizing the two engineers as an example again; perhaps if the overall goals had been properly stated and everyone was fully aware of the project as a whole then the importance of their tasks might not have seemed so insignificant to them. The last part of the plan involves encourage the heart; figure 27. 6 illustrates the average verses self scores identified for this section and projects the goal by 2010.
Every team member wants acknowledgment of a job well done rather they outwardly admit it or not. It is important that all good accolades, large and small, be recognized in some fashion (e. G. Monetary, rewards, certificate, etc.. ). The confidence level of the Figure 27. 6 – encourage the heart am members is the single most important element associated with team success and a great leader’s ability to tap into this source of energy will produce more positive results than any other aspect, given the proper opportunity.
Earlier we mentioned “outwardly’ with regard to the expression of a team member’s reaction to an acknowledgement of a positive result; the confidence level that the leader continues to increase can be measured with the observance of the outward acceptance of the accolade. In other words, as the leader builds the confidence level several things will occur within the team members that eve a positive effectiveness on performance.
And as this confidence builds the outward ability to accept and be recognized it biblically will be a response that illustrates the team member’s willingness to accept the new program and sharing the spoils with the team. This is important to note because as we proceed with the plan to improve the leadership abilities we must search out those signs that point to an improvement. This is a good example of one of those measurements that can be observed to gage the improvement and/or suggest a modification to the plan without a formal survey such as LIP.
Although it is understood that formal surveys should be conducted to continue to monitor and assess the goals on a semi-annual or annual basis. The example will use here is more of an inward thought process and less of an actual event, but it articulates real life situations; on a consistent basis continue to see and make mental notes of the performance of individuals on the team. But, what the LIP data has made me aware is that I need to express those thoughts more openly and more often to team members. In conclusion, the LIP data was significant in presenting the perception of the rent status of the leadership.
It was critical to establish the strengths and weaknesses. The strengths should be utilized as building blocks to execute the plan built on establishing goals of improving the weaknesses. The establishment of a timeline and periodic checks and balances to gage the progress are critical to the success of the plan. The end result should be evident in any future project and/or company successes. The successful plan will be synonymous with an increased ability to handle more difficult scenarios, larger projects and reap greater rewards.