I recently received an e-mail from my assistant, who encouraged me to go to the beach. No kidding. It was actually more of a directive than encouragement. When I discussed what I had on my plate, she said to me, “I’m here to help you. You shouldn’t be doing this stuff! Let me handle it. You should be at the beach.”
I don’t know what I’ve done to deserve such insight, commitment and loyalty from my staff. I shared this with my partner, and he said, “Are you kidding? You’ve mastered leadership. You don’t manage them, you lead them. You’ve set them free to do what they do best, and in turn, they’re setting you free.”
In all honesty, I’m a leader by accident. I’m no good at management, but the paradox is that I’m great at leading. As an entrepreneur, the details don’t interest me, but driving the growth of the business through my people does.
I thought about what my business partner had said, and I jotted down what I feel makes a great leader. Here is what I came up with:
- Get really clear on outcomes. From day one, I set expectations about staff roles. I ask my team members to go away and set their own key performance indicators, and then they bring those back so we can consult them together. Naturally, there are always amendments, but we keep going until there is no uncertainty about what is expected of them.
- When setting outcomes, get specific. I’ve learned that you should focus on numbers, dates, percentages—barometers that are clearly measurable—and eliminate any subjectivity.
- Let your staff decide how to achieve their outcomes. I have no idea how my team members reach their goals. What I’m interested in is whether or not they achieve them. I like to let their creativity flourish— my staff love that I trust them and allow them to express themselves.
- Review often. Everyone hates the annual performance review. So I break it down and review them more regularly. These one-on-one sessions with staff reveal issues more quickly; we don’t have to wait to hear about them until the annual review. It’s also an excellent way to keep up their motivation. I try to find little achievements so that my staff knows that I watch and appreciate them. Also, when I’m reviewing their progress, I try to praise more than criticize.
- Practice immediacy. If you’re unhappy, talk about it now. Don’t wait until the “right time” to address it. I’ve discovered that this will only build resentment in your relationship with your team.
- Right people, right roles. When you know the person isn’t right for a job, cut the cord. I used to wait for months and months before having the “it’s not working” conversation. Now, I’m straight up, and my team respects that.