What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…
Even thought my feet are killing me and I’d love to sleep for a whole day, my mind is whirring. It’s full of excitement, new inputs, ideas and directions. I’m at Heathrow airport waiting for my flight back to Amsterdam after yesterday’s business breakfast in London and several meetings subsequently.
During the weekly team meeting, work progress of a special project is being discussed. Billy is unable to complete his part of the project due to vacation. Femsy – not happy – replies “Well let me handle it”. Boss is making clear that Femsyis not managing her team; she is “mothering” the team.
(Click on the pictures to see them in full size)
A great leader:
Sets clear expectations of what she wants from her team members both in their behaviours and required outcomes;
Understands the unique capabilities of her team and works with them to set goals and targets that make the best use of their talents;
Keeps on top of project deliveries and ensures that key milestones are met. She asks questions to uncover potential (or actual) difficulties and works to remove obstacles.
How to best handle the situation:
Sit down with your team member to understand the specific problem. Break down the tasks into its components and determine what can be achieved within the required timescale. Agree how the outstanding work will be completed and make sure that your team member is still held accountable for full delivery even if he/she cannot perform the work him/herself.
Reflect on how you lead your team. If you have a tendency to take care of your team and put their personal situation ahead of the tasks that they need to perform, you will not get the desired performance and achieve results. Change your style to be more authoritative. Set out clear goals with your rationale for why these are important. Give individuals personal accountability for delivery and give them balanced feedback on how they are doing.
Craft a clear and compelling strategy for what you need to achieve for each project. Share this with your team and solicit their feedback so that you can answer any questions and concerns they might have. Test their level of understanding and commitment;
Make notes about each of your team members. What are their strengths and limitations? What activities do they excel at? What are they passionate about? Try to establish goals and tasks that make the most of their unique talents;
Create a project plan that outlines the key tasks and milestones, the person responsible for delivery and the deadline for completion. Share this with your project team. Hold regular project meetings where you discuss progress and identify potential problems. Take actions early to ensure that your project stays on track;
Take a visible role, such as Chair in an important meeting, or project leader of a task, where you have to shape and lead a discussion and draw out conclusions and decisions.
We welcome your thoughts, experiences and comments on how you would deal with such a situation.
Femflection is proud to be a co-host of the Open Space Conference on “Creating and Communicating the World in 2017” in Brussels on 3 December, an event that will engage participants to look at how they move powerfully into the coming year in the wake of a year of great challenge and turmoil. Sponsored by IABC EMENA (www.iabcemena.com) and Hosted by Changing The Terms (www.changingtheterms.com) the event is participant-led and all participants are invited to present and lead sessions. Participants from Belgium, Denmark, France, Holland and the UK have already registered, and the event will provide strong networking opportunities in addition to the opportunity to speak.
We would be delighted to see you at the event and hear your thoughts on the changing world of communications.
The confidence and clarity I had in my business idea had plummeted whilst on holiday in Scotland and I got back feeling just awful.
RIGHT. This mess needed sorting out. I wanted to get back to the basic concept and start afresh. I’m sitting at desk. The house is empty. OK.
The emphasis had always centred on creating a better understanding of ‘context’ so that Managers can better engage with their teams.
It was about capturing perspectives to get that understanding – listening to what the sponsor, team leader and team members find as important and why, what they think could be done differently, how positive and motivated they feel about things – and most importantly – WHY.
It was about better understanding the style of the team leader, and the values of the team members.
It was about real dialogue: teams and their leaders talking together, co-creating a shared understanding of the issues, possibilities, ideas and means – where they are aligned and where they could be more aligned and why
Then it was about achieving real outcomes – what the team could do differently to move forward together, be that in learning, communication, collaboration, relationships, changes to processes etc.
I was waking up in the mornings, visualising the way this ‘offering’ would work. A brand name popped up. Continue reading →
I’d have to start earning again in about 4 months and was desperate to get something moving. I’d put my CV out with some interim agencies – just in case (all my own work fell apart – I had to simply ignore that possibility) but I just couldn’t envisage getting enthusiastic about ANOTHER project with the same old challenges, the same old inefficiencies, and the same old difficult leaders. This had to work. Plus now I’m even blogging about it (is that wise?) so it HAS to be a success story! Continue reading →