“L” words for leaders: Leverage, learning, lifting, and letting go
Some conversations leave lasting impressions and this one did.
He is a rising star in one of the largest companies in the world. His work has caught the attention of those in the highest levels of the company. He’s technically skilled but not geekish. He’s an achiever with a humble demeanor. He asked this leading question.
“Would you rather have a manger who
understood your job or one who didn’t?”
I knew where he was going with the question and I knew the answer he expected. He wanted me to agree with his unspoken assumption that a manager who knew how to do a subordinate’s job would be better than one who didn’t.
Turning slowly toward him, I said, “A manager’s technical knowledge is not the main issue, their ability to bring out the best in others is.”
Is it an advantage for managers to know how to perform the jobs of their direct reports? Sometimes yes. Sometimes no. In reality, everyone wants an environment that leverages their skills for high achievement. Additionally, managers who help others learn new skills motivate peak performers. However, meddling managers don’t lift they de-motivate employees.
Meddling managers don’t bring out the best in others they create cookie cutter employee’s who reflect the boss. They don’t leverage others to lift the organization. The result, the organization never rises above their technical ability. On the other hand, managers who teach others and then let go create high performance environments.
My rising star feels the tensions everyone feels when they work their way up the organizational chart, the tension between leveraging their technical knowledge and letting go so that others can achieve.
*****
You’ve just read the “L” installment of the series “Alphabet for Leaders.”
Have you had a manager who knew how to do your job? Did they meddle or let go?
How can a technically skilled manager leverage their knowledge without de-motivating others?
Understanding the difference between understanding the jobs of direct reports and actually knowing how to do the jobs is important. Even more important is, as you pointed out, knowing as a leader when to “meddle” and when to let your employees fly on their own. Even for those leaders with intimate knowledge (typically gained from having excelled as a technician prior to moving into formal leadership positions), the ability to trust and empower is critical, albeit difficult to always maintain. Nice post!
Trevor,
Thank you for leaving your comment. I appreciate it.
I like how you distinguish between understanding the job vs. knowing how to do the job. I think thats an important distinction.
Best to you,
Dan
I have had both. I think you are right in reality, but I think that there needs to be an acknowledgement by the non-technical leader that he does not fully understand when something takes longer to do than the “standard” time frame. In my job they try to use fear as the motivator and then wonder why the employees do not work harder for them. The more technical managers while they have a little more understanding are more of a micromanager because they want to second geuss what you did. I would like one who would strive to “push” me to do my best….but understand that things come up that are less than ideal.
Matt,
Thanks for your comment. I think you are hitting on relevant to this discussion.
I wonder if timely progress reports helps solve the issue of “things that come up?”
I respect the time you gave the LF community by leaving your comment.
Dan
Dear Dan,
I would like to share my experience in my banking career. I used to walk around at workplace and taught skills people were lacking and within very short time, Their efficiency increased by 20-25%. I never questioned their skills but encouraged and taught them to learn on day to day basis. How I could achieve all this- I never let them realised that I am different from others. I never brought my position and ego between me and my collegues. And truly speaking I still enjoy in my present career in the same way. My key formula is understand, equip, motivate and excellent outcome.
I firmly believe that leaders should use language understood by people. By this he can link large number of followers. He should love his goal and people. In organisations, he should not lay-off but find solutions. He should never lie and belive in lord. He must obey to law. He should not laugh at others but himself. It is truly said ” Leaaders leave legacy”. He should refrain from lust and look for launching pad to lift the people.
Knowledge increases by sharing. But I have seen the people who dont share their knowlege because they think that someone else will be better than himself. In fact, not sharing the knowlege prevents one to learn new things.
Ajay,
First of all, thanks for all the “L” words. Very creative!
You succeeded at something that others struggle with and that is helping others without helping too much. You helped people learn and it launched their productivity.
Too often, teachers teach too much and helpers help too much and then those they lead lose motivation and ownership.
As always, its a pleasure.
Dan
Leverage is indeed the key L word for leaders (along with Learning). Leveraging knowledge and employees are part of the equation, but there are broader meanings for the word.
For business owners and managers, leverage is building freedom into the business so they can have a life – what The E-Myth calls the freedom to work on the business instead of in the business. It’s putting the right people, resources, knowledge, and systems in the right places. For other businesses, leverage is about scaling and building margins so you are getting more from less. Finally, building leverage with stakeholders means creating influence to drive decision-making, alignment and thus productivity.
Leaders who are not continuously looking to build leverage are not doing their job. It’s a core accountability and competency.
Mark,
Your comment packs a punch! Thanks.
Love the idea of using leverage to build freedom and then you explain how to do it. I love learning from you.
Thank you,
Dan
Thanks Dan.
I have acquired skill in backing off managers who meddle. Successfully. 🙂
Check out post – http://tracyelpoured.wordpress.com/2010/05/19/making-way-for-smart-capable-hires/
Tracy,
Thanks so much for leaving an added resource.
Cheers,
Dan
Meddling managers…motivation…thought we were in the “L” land Dan, now it seems you have gotten ahead of yourself and morphed into ‘M’! Boundaries Dan boundaries! –kidding of course 😉
Regarding the ‘understanding’ or the knowledge of your job, yes, a manager needs to understand, but not necessarily ‘know’ your job. (I may be nitpicking words here. )
Knowing is the technical piece that you reference. Understanding infers empathy, appreciation, and realization, not necessarily ‘knowing’ the nuts and bolts. It has been said that learning (knowing) skills can be done by anyone. Attitude is perhaps something that cannot be learned, but just is and is, understanding.
Back to the rest o’ the ‘L”s…
Listening is a great leadership leverage too.
Leveling the playing field also aligns with being in ‘it’ together rather than hierarchical. Leaders can/should(?) break down those walls whenever possible.
And of course, learning is the linchpin.
Letting go could be a whole separate blog.
And it is true, left handers are the only ones in their right brain!
Geez, now I am guilty of loquacious logarrhea.
Doc,
Ka Ching!
I’ve always had trouble with boundaries.. 🙂
Love the leveling idea. I hadn’t thought of that word at all so you gave me something else to think about.
Appreciate your skill,
Dan
PS .. What’s the cure for logarrhea?? hahahaha
Hi Dan,
You post a very interesting question for so many technical pro’s that have been promoted: “How can a technically skilled manager leverage their knowledge without de-motivating others?”
My answer: By using their knowledge to ignite a)Continued learning in others b)Creativity in this highly competitive market.
It s/he uses their knowledge to ignite great work, the knowledge is a benefit. If s/he doesn’t have the spark to ignite greatness in others, they will wallow in details and neglect the job they have been promoted into.
I recommend that these technical folks post 3 questions on their wall or in their portable device as “flints” to ignite greatness in their teams:
#1 – How can we use our current technical knowledge to contribute more to the business?
#2 – How can we make sure our current knowledge doesn’t blind us to needed change?
#3 – What skills do I, the leader, need to develop to lead you all better?
Visual cues — practiced everyday with the teams — change behavior!
Kate Nasser
Kate,
Your comment is the voice of experience and practical wisdom.
My rising star is living #3 right now. He’s looking for strategies and trying to figure out how much knowledge to share and how much to let go so that others use or gain their own.
I’m always glad to see that you have stopped in.
Dan