Early each morning the phone rings. Chrystal sits with her coffee in hand and shares her status report with her Division Director, Paul. The conversations are friendly and relaxed. With a major project to oversee, she is aware of her boss’s concern and need to be in the loop so he can take control when needed. He wanted to know the details and was there for advice and council at each turn. Chrystal was sure that she would not have been put in charge of this project if he didn’t trust her. She felt free to make her own decisions. Though, she found that she would always talk through her options with him before implementing them. This was her first major project and she relished the open discussions and support she received from her boss. Yet, she found the process very stressful.

Chris saw himself as independent, a strong leader and a real go-getter. He led an active life and knew he simply didn’t know everything he needed to run his company. Keeping up on everything would take too much time away from his customer and team relationships and overall management responsibilities and would leave no time for his personal life. Friday mornings (more often when needed)2 -4 hours were set aside for a conference call and a half a day-full day once a month for a face-to-face meeting with his team. Not our typical staff reporting, but rather staff sharing and brainstorming took place. As situations arose, lessons learned, problem resolution, impact awareness, new tactics, even customer needs and employee scenarios were discussed together with everyone on his leadership team who could attend.

Sure, he had an open door policy, but in a fast-paced, complex environment like his, coupled with his travel schedule, who had time to just drop in? He needed to keep abreast of what was happening and needed his whole team to stay on top of things and participate in decision making. Solutions to challenging and complex, as well as mundane issues were derived from the input of his whole team. Everyone knew what was going on. How they each went about implementing changes was often a mystery to him, unless something needed to be discussed or shared. He trusted that once they were clear on what needed to be done, team members would then do what they needed to get the job done. If they needed help they would ask for it. When projects impacted cross teams they worked together and formed focus groups when they needed to. Could he tell you the details and inner working of each project? NO! But, when he needed information, he knew who to ask and the info. was readily available.

The styles of both leaders – Paul and Chris — were very different –and fostered different leadership styles in their subordinates and different results. The first, for a young, up and coming leader on a first major project might have been just the developmental support that was needed to succeed. However, if continued too long, it may not necessarily help the new leader develop the self- confidence to make her own decisions and inspire others on her team. Her brainstorming and problem solving skills were strengthening with these one on one interactions as was her relationship to her boss. However, the management team as a whole was rarely informed of each other’s activities beyond memos and didn’t have the opportunity to benefit from synergistic problem solving. The second team had the benefit of being kept regularly informed as a whole and could always tap into the collective imagination of the group, often going beyond pure problem solving. Not only were new ideas created, but product and process innovation, and on occasion, new markets were created.

• What type of management style does the work you do require?
• Which style better suits you?
• What changes might you make in how you manage your team?
• How might making these changes enhance your outcomes and environment?
• What might be getting in the way?
• What steps can you take now?…and in the future?

At 1-Focus International we have a strong emphasis on leadership from a collaborative perspective.  That said, we know that various cultures and personal styles influence the most effective strategies.  Find out more by visiting the tabs above on Assessments.