Recently I have been reading Alex Ferguson’s book on “Leading”. Early on in his book he talks about the importance of observation. He calls it “watching” and “listening” saying he believes most people, let alone people in managerial positions, do not use their eyes and ears effectively. They don’t watch closely or listen intently and don’t do either nearly often enough.
I think he is spot on. Our work world in the 21st century is high paced and contains an incessant workload. Most people in managerial roles have their own “tasks” to do as well as leading and managing their team and it easy to be consumed by such tasks to the detriment of spending time with your teams. People who have recently moved up into managerial roles find this very hard, as they are confident in completing tasks, and less confident in their new managerial responsibilities and so, not surprisingly like doing the former.
But if you are ultimately accountable for your team’s performance you need to find a way to spend time closely observing what is going on. So why not start to make it a habit? Plan “downtime” into your own schedule of tasks and spend that downtime just quietly observing what is going on around you. Tune in with your eyes and ears and keep some mental and written notes on what you see and hear. Some initial things to help guide your observations might be to look out for: –
- Are your own managers or team leads actually spending the right amount of time doing that, or are they constantly immersed in their own tasks?
- What are people saying to each other face to face? Are they showing respect? Listening to each other? Talking over one another?
- Who is influencing whom?
- Who is allowing themselves to be wrongly influenced by others?
- Are people spending their time wisely – working on the right things?
- Are they doing those things efficiently?
- What is the general mood like?
- Who is showing an appetite for leading?
- How well are people working together – have I got a team or disconnected individuals?
- Are people showing skills and talent for the roles I have them in or are they disengaged doing the role because they have to?
How is their manner when talking with clients?
If you start tuning in using the observational senses of listening and watching it should enable you to be more effective in giving feedback as it will be first hand, and very specific. NB this isn’t about “spooking” people and it’s not about compiling dossiers of evidence to beat people up with. It’s about finding the time and a way of being closer to what’s going on, and placing yourself in a position to be more effective in leading and coaching your team members.
Next week I will share some thoughts and tips around assessing performance and whether this should be linked to reward. If you have any comments, questions or observations in relation to this topic please do share via the website, LinkedIn or by email to email@example.com.