Leadership talks about importance of Clarity in all our communications, verbal and written.
I learned that my abilities as a leader were greatly improved when I could let or lead my teams to arrive at conclusions themselves. Versus me giving them the answer.
Early career I was directing 4 teams in a very dangerous project where lives would be threatened. Teams would split up in the morning and work individually. Each would be walking into hostile situation against 6-10 adversaries. We had week to train before project started.
I knew directions had to be crystal clear. Easy to say, but the doing? First day of training we all gathered around. Studied big map and laid out areas for teams. I told teams to figure out between themselves who needed to go where. They quickly sorted out skill sets. (No way I could have for 40 people.)
They assigned themselves. Then we went through dry runs and tried to guess what the unexpected situations would be.
Giving them the ability to self-direct themselves and their teams gave them boost of confidence. I told them we would meet end of day for review. That I’d bring the beer. Told them I would support decisions they made without second guessing them. If blame came down from on high, it would come down on me, not them.
I was lucky. First day there were couple decisions made that had quickly gone to the top. When we met, I had message to “call in.” I did. Caught heck. I politely told committee “you put me in charge. Told us to make best decisions we could on the spot. That’s what we did. Either support us or replace us…before tomorrow morning.” (Did this very respectfully.)
They supported us. Program ended up very successful. No one got shot, only couple fights.
At end we all reflected back on what we did well and would do differently if we had to do this again. (Strong likelihood.) I wrote not es up giving credit to each person’s suggestion. They all reviewed the report before we submitted it.
By end of program we all respected and enjoyed each other. I had established trust and credibility.
Why was this program successful?
-Hiring right teams and selecting right team-leaders. (Majority I had never met. Recommended by others in organization. Hired site unseen at $35 hour plus mileage.)
-Letting teams map assignments. Giving them autonomy.
-Supporting them…no matter what.
-Having very clear directions and short chain of command.
-Planning for unexpected, reduced surprises.
-Buying the beer evenings.(Working in California summer, 100+ degrees every day.) They needed recognition at end of day. 1-2 beers did it. Had pop and water for non-drinkers.
There were other things. Organizational planning was excellent before I was ever assigned. After first couple days there was no more second guessing. Execs at corporate were getting continuous heat, but we were consistent out in the field. I was also reporting in daily and writing daily reports on key actions. And passing along credit about performance of various team members.
Clarity of purpose enabled instant decisions. Fact that I would meet with any disgruntled customer the same day spread faster than fraternity/sorority secrets.
What I learned:
-Concentrate on what matters most.
-Eliminate clutter in all processes.
-We each had to live t he programs values.
-To greatest extent possible, let teams discover for themselves what will work best. (Less involved I am the better.)
To finish the story. We did have to repeat the program the following year. Highly successful, sort of. I was being groomed to replace the President on his retirement in 3 years. After second year I was told that was not going to happen. I was given 6 month severance package and told thank you very much.
Two things I’ve learned. First, replaying past situations after first couple of times is wasted effort.
Second. I review notes from this program before I take on a new project. To remind me to consider the basics. While every project is different, the steps in every project are the same and it never hurts to step back and review.
Have any stories of projects you would like to share? If we use them, you will review and approve before we publish. Send to [email protected]
Tom Ferree is the founder of Ferree & Associates and SecureEmploy, organizations focused on helping companies find exceptional talent and helping professionals advance their careers. Since founding Ferree & Associates in 1977, Tom has worked extensively with hospitality companies, executives, and rising leaders across the industry. Through SecureEmploy, he shares practical career strategies, leadership insights, and real-world advice to help professionals grow their careers and help organizations build stronger teams.
