The time of a leader, productively spent, is a valuable commodity. Initially, the leader is hired for particular knowledge or expertise in the field – accounting, engineering, marketing, etc. However, as the leader moves up in the organization, a larger and larger percentage of time must be spent managing rather than pursuing operating tasks. The Ideal Time Structure chart below suggests an appropriate division of time for those at various levels in the organization.
As a leader earns more responsibility, careful judgment must be used regarding hands-on activities and projects versus those the leader turns over through empowerment. The degree of required control depends on the particular area of responsibility.
Investment of the leader’s time in many instances is perfectly appropriate and even necessary. Like the conscientious parent who constantly faces the dilemma of encouraging children to take initiative, while still providing appropriate safety guards, the effective team leader faces the need to balance managing and operating. The two extremes, excessive empowerment and crippling control, can be avoided by applying sensitivity and balance – often a tricky task. Recognize the requirement to free adequate time for managing high payoff activities, yet never completely lose touch with operational activities. Direct involvement and support from leaders communicate to team members that their work is valued and significant to the overall organization.
Directing the activity of a group of people involves choosing what to do, then planning and using all the available knowledge about how to do it. Increased productivity in group efforts hinges on improving “how” to do an appropriate “what.” Directing people and operations becomes progressively more efficient when you give adequate attention to evaluating current procedures, planning for improvement, and communicating with team members.
Deadlines and other outside pressures often tempt leaders to make shortsighted, snap decisions that may haunt their organizations later. Achieving the highest levels of efficiency in directing the activity of others, however, involves digging for options and information, not falling for the trap of using what has always been used or being satisfied with partial information. Instead of making a snap decision, make a temporary one. Then follow up with thorough planning and full communication to reach a final decision for future action in similar cases. This satisfies the need for immediate action and leadership direction and also preserves the opportunity to implement the best solution when more time is available.
This is especially important when the issue involves numerous people or complex issues. Productive decision making requires evaluation of the broad picture. The next time you face planning a complex activity under time pressure, try this strategy. Commit yourself to an intermediate plan and communicate to others that you are seeking a more comprehensive long-term solution. Seek input from others. You will be amazed at the momentum you generate, and the satisfactory results you achieve in the long run. You also refine your skill at balancing your time between managing and operating.
LMI Journal May 2012
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