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Becoming a More Patient Leader

https://hbr.org/2020/09/becoming-a-more-patient-leader

hbr.org

Becoming a More Patient Leader
Slow down to get ahead.

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Effective Leadership

Effective Leadership

Most leaders want quick fixes and get irritated easily. But effective leadership requires patience, endurance, resilience and calmness in the face of crisis.

If a leader cannot have these qualities, then they cannot expect the same from their peers and subordinates.

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The Two Basic Leadership Behaviours

  • Task-Oriented or Futurist Leaders: Those having a powerful vision and employing current resources efficiently to realize their goal.
  • Relationship-Oriented or Facilitating Leaders: Those fostering teamwork and empowerment of the team members to come to a solution.

The best managers are a combination of the two behaviours and are able to build a level of patience that helps them stay calm even in a crisis situation.

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"Slow Is Smooth And Smooth Is Fast"

The U.S. Navy SEALS follow the maxim Slow is Smooth and Smooth is Fast, a product of their sixty years of experience in crisis situations, which means that acting fast does not necessarily lead to an effective solution.

It is crucial to be methodical, patient and to focus on reducing the time it takes to deliver value, instead of confusing operational speed with strategic speed. This involves going back to the drawing board and using the added experience to redesign the process of delivering value.

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The Power Of Gratitude And Patience In Leadership

  • Saying thanks has powerful effects on our stress levels and patience. Gratitude helps us increase our tolerance levels and generosity.
  • One has to find the hidden opportunities to be grateful even in situations that can make a leader frustrated.
  • A leader has to engage with the team with patience and gratitude to help increase in team productivity, collaboration and creativity.

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SIMILAR ARTICLES & IDEAS:

When Employees are Learning

Learning as an adult can be challenging. Leaders need to foster an environment of psychological safety among its workforce that is in the midst of re-skilling itself.

It helps if leaders...

Long-Term Outlook

It helps to keep an eye on the long-term benefits and roles of the future. Leaders need to be transparent and help people in their organization understand where the world is heading in the next 3 to 5 years.

There is a need to transition the company culture as the current leadership roles are no longer sufficient. This is to ensure the company will thrive in the future.

A Safe Place To Learn

  • Just like we create the right learning space for our children at home, we need to provide an atmosphere where people can tinker, learn, fail and grow.
  • Failing as an adult is difficult, but is part of the unlearning process. The right environment can make employees feel motivated and empowered while having some amount of challenge and healthy conflict.

one more idea

The Pressure Of Time

Most leaders have familiar approaches to managing time: setting goals, planning, delegating, tracking commitments, and creating to-do lists. While these approaches do help in self-organization, the...

Sustainable Productivity

Instead of increasing the number of productive hours, we can focus on getting the right things done in a timely way. We also need to restore and balance ourselves, our colleagues, family and environment, instead of a neurotic or pathological focus on deadlines.

Find out what's truly important to us and use the finite resource of time wisely.

Phantom Workload

Phantom workload looks like real work but results in massive unproductivity and even conflict in an organization. The pressure to meet unrealistic expectations causes a vicious cycle of further workload.

Leaders need to take a hard look at what is being avoided or not addressed. Facing difficult tasks that were 'swept under the carpet' earlier strengthens them further to make hard decisions and face difficult people and situations.

Kurt Lewin's Leadership Styles

Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards

  • Autocratic leaders ma...

The Blake-Mouton Managerial Grid

  • With a people-oriented style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration.
  • With task-oriented leadership, you focus on getting the job done. You define the work and the roles required, put structures in place, and plan, organize, and monitor work.

The best style to use is one that has both a high concern for people and a high concern for the task.

Path-Goal Theory

With this, you can identify the best leadership approach to use, based on your people's needs, the task that they're doing, and the environment that they're working in.

For example, highly-capable people, who are assigned to a complex task, will need a different leadership approach from people with low ability, who are assigned to an ambiguous task. (The former will want a participative approach, while the latter need to be told what to do.)