Once again I went to one of Mercuri International’s breakfast seminar here in Stockholm. These seminars hold very high standard and this time was no exception. Last time, the subject was Indirect Leadership and this time the topic was The secret behind a successful negotiation.
How we organise our companies and departments will make a big different to the results that we are getting. Self-organising teams are becoming increasingly popular, partly because of Scrum and other agile way of working, because it has proven to be a scalable and effective way to run our business. We are going to look at the five conditions that are needed to cultivate high performing self-organising teams. As a leader or a team coach it is necessary to know these five conditions to help the team achieve great results, increase efficiency and to become more motivated in the process.
We have learned that goals should be SMART: Specific, Measurable, Achievable, Realistic and Timely. As a product owner, I apply this in many situation to help the team focus and to make progress. However last week I threw out the SMART goals and got fantastic results because of it.
Recently I went to Stockholm to listen to a breakfast seminar held by Mercuri International. The subject for the morning was Indirect Leadership. I thought the subject was especially intriguing because of the ‘indirect’ aspect of it. And once I started to think about it a little bit it hit me that I personally have not really made the distinction between direct and indirect leadership.
Effective leaders know their way of communicating have a great impact on how people feel and on the way people work. Destructive communication leads to lower trust and productivity, people who criticise each other and a place where people will primarily look after themselves. In an environment where people communicate constructively on the other hand, there will be a more open and candid atmosphere with higher trust and respect, where it is much easier to solve sensitive issues and where productivity increases.
One of my colleagues recently asked me: Simon, what is leadership to you? It is an important questions that guides my whole approach to leadership. It affects my leadership style and how I approach and think about people.
Before I give my answer I think it is important to differentiate between what leadership is and what we do to do be effective at leading. Much of what I have written about at this blog so far has been in the latter category; what we do to be efficient at leading. They are related to each other in that our behaviours are guided by our motives; what we think leadership is will guide how we lead.
Expectations are everywhere. A company can make a big profit but if it does not meet the expectations of the stock market, the share price will still fall. Or a person can do a fantastic job but if it does not match the expectations, it will not be seen as a good job.
One of the biggest mistakes we can do as leaders is when we delegate with our words but show with our actions that we do…