So, we’re going to go on a quick departure from the Book Report post I had put up a few weeks ago in favor of something a little more personal (we’ll include a few obligatory tie-ins, natch).
So, right around the time I had published the last post I was prepping a presentation for a client with two other developers. We had received a fairly open request to help get them up to speed on what basically amounted to “give us the lay of the land regarding web development”. The business relationship manager that initially connected us (the team) with this particular request also hadn’t really provided us with much direction other than “Just answer the questions they put fowrard”.
It was your textbook definition of “consulting” – Little to no direction, big expectations, short timelines. Nothing the group of us couldn’t handle, of course, but as the date drew a bit nearer, people were on edge, content wasn’t ready, and the pressure of the rest of our responsibilities started to creep in.
The evening before we were due to present I was chatting with the guys in the slack channel (if you don’t know what that is … you probably need to – more on that in another post) we created to manage the effort and make sure we were all aligned in terms of what needed doing (with no useless meetings cause #thatshowweroll). Bouncing some ideas back and forth resulted in frustrations getting voiced regarding the aforementioned lack of direction. Blowing off steam is something that we all do from time to time, and one of the guys was exercising his right to do so.
A few messages later and a couple of direct shots directed at me and I realized the conversation wasn’t going to be productive… time to switch mediums. We moved the discussion to an Appear.In chat room and started to hash it out. We took the opportunity to refocus, zoom in on the things that mattered, and put together a plan that allowed everyone to finish up in time keeping the amount of extra curricular effort down to a minimum.
There was a visceral difference in the way he was sitting, holding his posture, and discussing the solution we came up with by the end of the conversation compared to the beginning. We were past it. Moving the convo back to the slack channel we wrapped up the night’s discussion with the following two emotes:
[11:55pm] Team-Guy: is feeling less stressed
[11:55pm] Me: is happy.
It got me thinking.
It actually pulled me back to the book that was sitting beside me on my computer desk (a.k.a. Teams are Worth It). That discussion, that’s what teamwork is all about. That’s what leadership is all about, really. My job wasn’t to write or deliver the content, it was to make sure everything the team needed was in place so they could do their job effectively. It’s so much like the the six messages Barbara suggested you should communicate to your team on a dialy basis. It also reminded me of an email I had written to my management team over a year ago discussing what real leadership looks like and the 10 items I felt were most important.
It’s basically the guiding set of principles I keep with me and remind myself of as often as I can when running any kind of team or group effort. It was my Leadership Mantra and I figured now was as good a time as any to share it with you all.
My Leadership Mantra (a.k.a. my Leadership Top 10 – but TopX lists are played out)
- If you’re not five minutes early, you’re late.
- If you need or want something to happen, own that responsibility and make it happen.
- Never put yourself in a position to have to take something away from your team. Never ask for something from your team you aren’t prepared to give / do yourself.
- Do not be self-deprecating to ease tension. We are here to raise each other up, not pull each other down.
- Act in the interest of and with the intent of protecting the team. Remove roadblocks and sources of friction. Advocate for your team.
- Really listen. Don’t just wait for your turn to start talking. More often than not there is value in hearing perspectives other than your own.
- Be open to new ideas / different opinions. Everyone should have an opportunity to provide value in their role. Our different experiences all bring different benefits to the team. (i.e. Don’t place too much value in titles and org chart positions)
- Empower each team member to be as autonomous as the project / project schedule can allow. Strive to understand individuals’ perspective or motivations will go a long way towards getting buy-in from your team.
- Always be looking for growth opportunities for your team members. People should leave better and stronger than when they joined.
- Lead People, Manage Expectations