8 Ways to Follow, the Leader
March 10, 2008 by Phil Gerbyshak
Filed under management
Hank Marquis quoted a recent study that said “97% of IT workers say their job is stressful on a daily basis.” Hank shares:
“It seems the reasons for this stress come directly from a lack of leadership from IT managers. Effective leaders build a trusted team and then follow the team’s advice. Many IT managers lack this understanding, and this causes the stress.”
Hank also shares 8 ways a leader can help alleviate this stress:
- Leadership means focusing on the needs of others, not yourself
- Leadership comes from your actions, not your title
- Leadership makes you accountable, even if it’s not your fault
- Leadership is not a 9-to-5 activity
- Leadership takes trust from your followers
- Leaders get their best ideas from their team
- Leadership thrives on diversity
- Leadership comes from continuous communication
While Marquist is talking specifically about IT leadership, I think these are great principles for all of us to follow regardless of what type of team we need. As a manager, I can tell you that things are most stressful when I’m not communicating with my team fully, or when I am not being communicated to fully by my senior leaders.
One key that Marquist alludes to but doesn’t make completely clear is the fact that leaders are always ON. By that, I mean followers expect leaders to always be in a good mood, willing to talk, and willing to solve problems, regardless of what’s going on in their personal lives or what has happened the rest of the day. If you’re not willing to be always on, managing could be REALLY tough for you!
What do you think? Is Marquist on the money?
What other tips can you share to be a better follower, and thus a better leader?
Thanks to Douglas Wong from the MinuteFix technician community for sharing this article with our technicians. Did I mention before that you can get free tech support from now until March 15th from MinuteFix?
Hi Phil,
I agree with what’s written here, and I’ve come to add my drum to the orchestra.
Leaders are embedded within systems. We can write all the “Good Leaders Always…” lists we want, but ignore the system to your peril.
In the paraphrased words of Geary Rummler, pit the most motivated leader against a poor system, and my money is on the system every time.
My question is, what are we doing SYSTEMICALLY to enable our leaders? I blogged about this today at: http://www.missionmindedmanagement.com/operationalizing-engagement-via-managerial-leadership
As always, I’m OK. You’re OK. Let’s fix the system.
Regards,
Michelle
Good distinctions.
I would distinguish between stress (physical reaction) and anxiety (fear, cognitive interpretation.)
I think the best leaders demonstrate strong conviction while keeping strong connection. Connection builds trust/rapport which help reduce anxiety.
I also think clarity of vision helps reduce anxiety. The best example one of my instructors gave me was this:
You’re driving down highway one, the music’s blasting, everybody’s singing. You round a corner and you hit a fog bank. You slow the car down to a crawl, you can barely see in front of you, you turn the music down. Everybody is tense. You round the next corner and the fog lifts. You crank the radio back up again, you speed back up and everybody starts singing again.
When everybody can see where they are going and what’s up ahead, they can race along. When they aren’t sure, things get tense.
Regardless of where the leader should be truthful. Without truth there is no reason to trust where the leader is taking us.
Being in IT, our “leader” is a snake! I, nor others, do not trust our CIO or almost all the management. I have been lied and manipulated way too many times to even care to discuss.
What is funny is that I know several fellow employees that feel the same way as I do and all are looking to leave. Several of them, knowing my potential as a leader, have approched me saying that they are willing to work FOR me if I leave.
Phil,
Hope you are well.
I have been an IT Manager for the past 25 years and the eight traits listed by Hank are spot on.
I also agree with you - they are great principles for all of us to follow regardless of what type of team we manage.
The difficulties for IT personnel are they tend to be promoted based upon their technical expertise and are then expected to manage and lead staff. Moving from technical role to manager can be very daunting.
Worst of all they get little support as do most new managers.
And that is why IT managers get a bad reputation.
If you find yourself in that position, ask for support or go to your local library and hire some management books - that would be a great start.
Andrew