LEADERSHIP: WHEN IN DOUBT, DISAGGREGATE

LEADERSHIP: WHEN IN DOUBT, DISAGGREGATE

LEADERSHIP: WHEN IN DOUBT, DISAGGREGATE

Seth Godin is part blogger, part public intellectual. Some days, he really nails a topic. Here's an abbreviated introduction to a recentposting*.

"The typical American buys precisely one book a year (but) when it comes to books, there is no typical American. There are a lot of Americans who buy zero books and then there are people like me who buy 400. The average is irrelevant."

It's the old warning of the non-swimmer, who drowned in a river of one-metre average depth. So, what's the equivalent for your leadership? Are you just taking "average" one-size-fits-all actions? Here's a three-step alternative.

List your current leadership challenges and then:

Sort them into technical and people issues. Are they more aboutcommercial problems, technical delivery andmarket/competition issues? Or,engaging team members, showingself-awareness, definingroles or perhaps creatingfun and celebration? Let's say they're more about people.

So, break down those people issues further. Imagine you're in their shoes: how are they feeling? How does life look from where they stand? Do they enjoypersonal engagement with you? Or, are they lonely and stressed tobreaking point? What would they recommend? For you to listen more, clarify roles or what?

Also, disaggregate the technical issues. Arecustomers complaining about quality or service? Are thereinefficiencies in your production or delivery? Dobenchmarks vary across the business and need codifying so there are best-practice standards?

Success in leadership (as in life) is about making the right moves and executing them both sympathetically and efficiently. It's not about doing everything at once. Disaggregating and customising are key. Relying on old "average" actions will mean you drown in the variable profile of your day-to-day challenges.

To succeed (and be promoted), find your priority issues and focus first on them. Once they're done, move to the next ones whether about people, products or both. Create a personalLeadership Action Plan. This is often themissing link in business planning. You start a new venture with a new plan. So, why not lead your team (of particular people with particular challenges) similarly. A personal action list created by disaggregating the issues and finding those that should define your forward leadership actions. Not just repeating tired approaches learnt long ago often in different circumstances entirely.

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