By Karl Houghton: Chief Editor.
Is patience the cornerstone for excellent leadership? Lets talk about patience and passiveness, from a hands-on perspective. Patience has to be accompanied by clarity. Otherwise we will be waiting a long time for our results.
There will of course be the proverbial dog yapping that this is not the case. This is true, if we wait long enough, the right conditions will come along for us to neatly slot our prior learned principles into place and take the lead. The narrower the experience, the longer the wait. We all know the drill. Hmmm yes…Monkeys and Typewriters. Remember, industry waits for no man…nor ape, nor dog for that matter.
To be an effective leader is to be allowing, to be patient of others, to let our charges find their way, within a defined framework. Curtain call the process stakeholders…..
Drum roll please. Ok, so we all know what we are doing. But for how long. We all know that if process adherence is not part of regular dialogue, it starts to fragment, undergo metamorphosis, grow weeds. Our dog now has somewhere to sit, among other things.
Lets teach it a few new tricks. Ensuring we reiterate the goals and objectives clearly….and regularly is one way to tend our plot. However, the two have to happen hand in hand for it to be effective. Adversely, when autonomy is given against unclear objectives and aims, then everybody is all over the place and going in different directions. One hell of a garden rave ensues. People also confuse reiteration with impatience. This of course is proven, when a year later they are still doing things the same way, oh and yapping up the wrong tree as a result.
The success we have have in leading is to ensure everybody is absolutely crystal clear on what we are trying to achieve, stand back and let them achieve it in their own way, using their own methods, in their own time, but stepping in at regular intervals to reiterate the goals, ensuring we are on track….as a team. Sadly, many companies do not market their own goals very well at all internally, but still expect staff to follow unclear processes whilst achieving it. In response, companies often replace schemes or ideas, but then continue the same holding pattern; again by not regularly reiterating those new aims and objectives, and again wondering why the same path is being followed.
The more we reiterate and check understanding the less we need to micromanage the situation and the more we can learn ourselves. Patience is nothing without observation, as it is how we learn from situations and the experiences of others, but only if we allow autonomy.