Three Practical Ways to Lead Effectively

Leadership isn’t always about the big moments. Often, it’s the everyday decisions, conversations and interactions that determine how effective we are as managers.

How quickly do we make decisions?

How do we keep people connected?

Can we give honest feedback?

So here are three practical ideas that may be worth considering…

1. Stop giving hat decisions tattoo levels of thinking

Most of us can relate to putting off a decision because we are worried about getting it wrong. We are only human after all!

So, we think about it. Then think about it some more. Somehow, not making the decision starts to feel safer than making the wrong one.

But when it comes specifically to decision making, there is a simple framework that may work for you, which revolves around one key question...

Is this decision a hat, a haircut or a tattoo? Let me explain...

A hat decision is one that is easy to reverse, with little lasting consequence. In other words, if you choose the wrong hat, you can easily take it off and try another one.

A haircut decision is one that might be uncomfortable for a while, but it isn’t permanent, just like a dodgy haircut. And who among us hasn't had at least one of those?

A tattoo decision is much harder to reverse, so it deserves considerably more thought, especially if you’re considering having your tattoo in a conspicuous place.

The problem is that we sometimes give hat decisions tattoo levels of thinking.

If you struggle with decision making, maybe consider making the smaller, reversible decisions first before progressively tackling decisions with greater consequences.

2. Focus connection around a purpose, not a location

Hybrid working and returning to the workplace is a contentious topic that requires sensitivity and context around a whole host of different circumstances and scenarios.

So, with some trepidation and donning a suit of armour, here is a perspective that I would ask you to consider...

Having people in the same building doesn’t automatically create connection. You can have 100 people in an office and still have very little meaningful interaction.

There is an argument to suggest that a location is irrelevant and that what matters is that there are opportunities for people to connect. As if we needed a reminder, Covid taught us that human beings crave connection, but we shouldn’t assume it will simply happen because people are in the same physical space.

Team days, conferences and face-to-face events can be incredibly valuable. Where budgets allow, creating those opportunities for people to come together can be very powerful as I experienced first-hand when I had the pleasure of hosting a session at the Dementia UK conference in Warwick University earlier this year.

For me, the starting point for workplace connectivity is having a sense of purpose. For example...

Why does our Organisation or team exist?

What are we trying to achieve together?

What do people actually need to connect around?

Workplace connectivity shouldn’t start with "how many days should people be in the office?”

It should start with one question…"what meaningful collaboration touchpoints do our people need?”, whether that be in person, remotely or a hybrid version of both.

3. Don’t let feedback become a surprise

Avoiding a conversation that requires offering feedback which the recipient may not wish to hear may feel like the kinder option. But is it really and if so, for whom?

Experience tells us that people are often more resentful when they don’t receive timely feedback as opposed to when they do. This is simply because surprises breed resentment. I wish this were still a cliche, but I still hear far too many examples of someone only discovering there’s a problem at their appraisal, or when the situation has become serious.

Frankly if that has happened to you, then you are more than entitled to wonder “Why didn’t you tell me sooner?”

That's not to say that sharing challenging feedback should be a comfortable experience. It rarely is so here is a quick breakdown on how you may wish to consider framing your conversation, in the form of a three-step approach.

1. Start with the outcome. Before thinking about what you want to say, ask yourself what you would like to be different or better as a result of this conversation.

The idea behind this is that it keeps the feedback purposeful rather than simply critical.

2. Clarify what you actually observed. Separating facts from assumptions and heresay is vital here. Did you see or hear it first-hand? Were you actually there? Are you relying on somebody else’s interpretation?

Feedback grounded in direct observation is clearer, fairer and much easier to discuss constructively.

3. Close with a question so that the conversation moves towards action and support.

The phrasing is down to you so that you maintain authenticity and avoid sounding scripted but for the purposes of illustration, you may wish to ask

“How can I support you to achieve this?”

Meaningful feedback is outcome-led, grounded in observation and ends with support. And rather importantly, it happens early enough for someone to do something about it.

So there you have it, three key areas to help you lead effectively:

1. Stop giving hat decisions tattoo levels of thinking

2. Focus connection around a purpose, not a location

3. Don’t let feedback become a surprise