As a leader, there are some tasks you simply must make time to do well.
For many leaders, these are the same tasks they'd really rather race through. They are messy, unpredictable, likely to be met with some pushback and uncomfortable. Why? Because they involve people and require soft skills.
This is why so many performance reviews are subject to procrastination. It's why only .58% of workplace communications are related to communication about a leader's change vision (Kotter: Leading Change). It's why so many employees feel disengaged and are punching a time clock rather than working toward a higher purpose.
As one leader said "I prefer high speed to high touch." A brilliant technician and capable supervisor, his preference and unwillingness to slow down and allow time for connecting has become a significant barrier to next-level advancement.
People need you to slow it down in the following situations:
- When you are providing feedback. A drive-by delivery of positive and encouraging feedback loses its effectiveness for truly encouraging others and reinforcing desired behaviors. Constructive feedback can only be received if it is well thought-out, delivered with specific details and an explanation of impact and an outline of how to change.
- When you are introducing change. A single speech about change is a mandate. Leaders who command change bank on their authority alone. They miss the opportunity to inspire and ignite the passion that will drive change all the way from start to finish. They fail to lead others through the natural resistance to and transitions inherent in change.
- When conflict is high and/or trust is low. The slippery slope that engulfs many leaders is that they pull back at the times when they need to step forward and enter into the messiest situations of all. You know, the ones where people are mistrustful and/or conflict is surfacing in an unhealthy way. Dodging complaints marginalizes the people making them. Sending a message that you're too busy or self-important to get involved signals that, frankly, you just don't care enough to be bothered.
- When you aren't sure what to do. In times like these, the "never let 'em see you sweat" maxim may work against you. If you occupy yourself and others with busy work instead of tackling an elephant in the room, for example, people will think you're a coward. Your credibility will be compromised. You've got to take the time to enlist others' opinions and to examine the situation from all the angles so you can make a decision instead of keeping people suspended in limbo.
- When people are overwhelmed. You may be able to sustain lightening speed change, relentless long hours and constant work focus. Others can't. Slow it down when burnout and morale is low. By slowing yourself down, you model that it's okay for others to do the same. In the "down" time, talk to people and listen to what's on their minds. Invest time and energy in connecting with people when you disconnect from tasks. The yield of doing so will be that everyone is recharged and you won't have to do so much of it on your own.
The old adage "haste makes waste" is true here but falls short of expressing the consequences of a "check it off and move on" approach. Company performance rises and falls with the sustained engagement of employees, and there is no other factor that influences engagement more than a leader's behavior (Kouzes, Posner). What you do matters, and the important (albeit messy) work of giving people time may matter most of all.
