Discared the Box and Build Bridges Instead

Traditionally I've come to recognize that some leaders manage their direct reports in a way that leaves lots of potential on the shelf and individual colleagues under-utilized. I'm referring to an individual manager's style of motivation. Are they Prevention Focused or Promotion Focused? (Reference below)

I would argue that organizational fit has more to do with the manager's style and the match or mismatch to that of his or her direct reports than any other factor alone. When you manage colleagues and consciously, or unconsciously, characterize them as to their fit within the organization, you are essentially creating a box. Within the box is acceptable, outside of the box is not. Being inside the box means the colleague thinks, behaves (or obeys) and shares the same passions for work as you do. What motivates you and that colleague are generally the same.

The problem then is when the colleague is only 50% within your box, or worse, only 25%. As a leader that continues to manage the colleague as if they are squarely within your box, you will fail to develop a stable and successful relationship. The colleague may not recognize the source of friction between herself and you as her manager. She may also be unskilled at adjusting to and accommodating your dominant style of motivation. The net result is her talent and potential remain untapped and wasted. She may become frustrated with the relationship. You may observe her performance over time varying greatly from unsatisfactory to exceptional for no apparent reason. Worse, she may be driven to look for work elsewhere for the wrong reasons.

What can you do?

Through away the box and build bridges!

Let me first state with great emphasis that a leader that insists all of his colleagues adapt to his style, whether consciously or subconsciously, is simply not a leader. He's a dysfunctional and incompetent manager - period!

A true leader will take steps to understand the dominant motivational style of his direct reports. What are their passions for work and aspirations for career development. What do they want to be when they grow up? What is it about the work they love, that which they dread, and why? By understanding these details of your direct reports you can build bridges - which will be far more effective than trying to get your directs to fit within your box. Once you embark on bridge building you should start to see the disconnects and why the box you expect direct reports to fit within isn't going to work for everyone on your team.

Most important is to recognize within yourself as their manager how your passions, aspirations and motivations differ. When you do this, and discuss this as part of one-on-one or team conversations, you lay the foundations for building bridges.

Each of us has rivets, cables and girders that make up our sense of self, what motivates us and is observable as professional purpose. Take the time to get to know each individual's working parts.

The reward for building that bridge is immense. You have the opportunity to leverage diversity and creativity and tap that wasted potential. A team of individuals squarely in your box will not be creative, innovative or impactful. There is no diversity in a population of programmed robots.

If you do this, will you notice it? Yes, some of your metrics are colleague performance, engagement and morale. Your team will be delivering more innovation and creativity within a working environment people recognize is healthy and collaborative. You should observe consistently exceptional performance of individuals. If not, recognize you still have some sides of your box to tear down and additional bridges to build.

Reference: Do you play to win, or to not lose?