Seasoned Leaders Have Balance

To produce healthy plants it takes the right amount of water, sunlight, fertilizer, and care. Too much water or too little sunlight may hurt your plants. The best gardeners learn through experience and reflection what flowers need to grow and develop. In a similar way, seasoned leaders know what it takes to help people and organizations achieve their potential. They provide the right amount of direction, discussion, coaching and feedback to help people succeed. They have a balanced approach in areas like the following:

1. Task and People

The seasoned leader focuses on both the task and the people. Some leaders are too task-focused. For example, Ralph led a group of seven people. With him it was all business. No small talk or reaching out to people as people. For him the only thing that mattered was results. On the other hand some leaders are too focused on pleasing people at the expense of solving problems and getting the work done.

2. Talk and Listen

What’s your ratio? We have all met leaders who are ineffective because they don’t listen. Remember the God given ratio—two ears, one mouth. On the other side of the equation I met one leader who was a great listener but his employees didn’t know where he stood on key issues. The seasoned leader engages in the appropriate amount of both talking—stating their views and listening to ideas of others.

3. Plan and Do

Planning is important, but so is execution. Some leaders over plan and under execute. Of course some leaders do just the opposite. They’re busy having meetings, doing power point presentations but making no improvements in the operation. Is there a “right” balance? It depends. In some situations an hour spent planning makes the implementation go more smoothly. In a crisis situation you may have only 60 seconds to plan—quick action is required.

4. Results and Process

Some leaders only focus on results. In meeting after meeting they ask, “What’s the bottom line?” Results are important but so is process—how things are done. However, putting all your attention on process is also wrong. Results count! The seasoned leader focuses on both what is being accomplished and how it’s being accomplished.

5. Firm and Flexible

There are times to be firm and there are times to be flexible. The overly flexible leader is unwilling to take a firm stand. They are wishy-washy and often flip flop on their position. On the other hand, the overly firm leader is rigid and sees every issue as black and white. Seasoned leaders have the wisdom to know when to hold the line and when to be flexible.

6. Coaching and Letting Go

An important part of a leader’s job is to coach people on how to be more effective and efficient. However, there is an important difference between too little and too much coaching. Too much can frustrate initiative. On the other hand, too little coaching and guidance can cause failure. Sometimes failure can be the best thing, life lessons often come out of failure. Other times it can be catastrophic – in the case of accident, injury, or other severe loss. Seasoned leaders know the difference between providing too much and too little coaching.

7. Facts and Feelings

Getting the facts is important. But tuning into your feelings is also important before making important decisions. Some executives fail to identify the danger signals because they repress their feelings as if feelings are something to be avoided. I like the way author and blogger Mary Jo Asmus stated it in a recent blog— “Connect with your heart when your head wants to rule. Connect with your head when your emotions are threatening to take over.”

8. Work Life and Family Life

Some leaders get totally consumed by their job and neglect their family. In his book, Better Under Pressure, Justin Menkes, interviewed Ralph Larsen, retired CEO of Johnson and Johnson. In the interview Larsen stated, “…you’ve got to make sure that you have the right balance between your work life and your family life, that you take care of your family and kids so you don’t have chaos at work and at home.”

What would you add to this list?

Bibliography
Kaplan, R.E. and Kaiser, R.B. “Developing Versatile Leaders.” MIT Sloan Management Review
(Summer 2003).

Menkes,J. Better Under Pressure. Harvard Business Review Press, 2011.

© 2011 – 2014, Paul B. Thornton. All rights reserved.