A Leader’s Place is Where the People Are
You can debate that a leader should be at the front leading the charge or at the back watching the vision come to life through their people and helping anyone who falls behind. I have even read it is to be standing next to them, implying everyone is together. The reality is, a leader needs to be where the people are.
That means sometimes you are the front leading the charge with those people who are ready for change and jump in headfirst. It also means supporting those that take a little longer, who need more time. There will be those stuck in idle, that need additional information and assistance in working their way forward. There is no one right place for a leader except where those that need them are.
The role of the leader does not change, regardless of placement. There are five key responsibilities that a leader has, especially when change is occurring. This is how leaders fulfill their most critical role – developing other strong leaders.
Listen
To begin, open your ears and close your mouth. Listening is so important, especially in the early stages of change. And with so much change in motion, listening is something that must be constant. You need to hear what those around you are saying. It doesn’t mean that all that is said or even heard is true or accurate, but it is being said and heard by others, and you need to know what that sounds like. That will place you in the best position to act when needed.
Observe
Observation is listening with your eyes. It plays the same role as listening, only you are seeing behaviors instead of hearing words. Watching how people behave in a natural setting will allow you to get a full understanding of what the communication process may be in a location or what follow-up is in place. You can learn volumes in a short period of time by taking a step back and watching. Between listening and observing, you will have everything you need to provide clear, specific feedback on actions that can be taken to improve, enhance, or transform.
Inform
A big part of a leader’s role is to inform those they serve. As I mentioned above, there will be different interpretations of what has already been communicated. Engaging in conversation and reinforcing the ‘why’ behind decisions, showing the possibilities of change, and encouraging people through the hard moments is what will lead to success. By informing your team and those around you, you make decisions and influence how others will see the situation. Stay true to the facts of the situation; this is not about sugar-coating the difficult parts. You must be open, honest, and committed to helping them through change.
Recognize
What gets recognized gets repeated. That can be both an encouragement or a warning. Recognition is a way to reinforce behaviors, so ensure you are celebrating the right things. Recognition does not have to be about the entire outcome. You can have failure occur yet recognize components that were successful in the attempt. Encourage people to do the steps that are working in the right way and coach those that are not. In time, with patience and practice, you will achieve the goals you seek.
Repeat
Building a habit and routine of these items can be done, but you must remain vigilant that you are not just going through the motions. People will see through that quickly. Repetition does not need to be without change. Small adjustments and adapting to specific situations allow you to listen, observe, inform and recognize in ways appropriate to the moment and situational needs.
It doesn’t matter whether you are leading from the front, back, or middle, as these steps, can be applied to any of those locations. The amount of time you spend in each area is also determined by the needs, not the clock or calendar. Too often, retail leaders succumb to the feeling of obligation. They may feel they must spend equal or similar time with each of their teams. That is not true. Some will need more of your time at different intervals and in different seasons of change. Identifying where you need to be, when, and for how long is what will set leaders apart. Anyone can manage through situations, but the rare few effectively lead through it.
How will you put listening, observing, informing, and recognizing to help you lead through change?
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