I dislike the term
leadership or management “technique” since it infers something that we do TO
others. Instead, I prefer the term strategy since that is an action we do WITH
others. This distinction was made evident to me during a recent interaction
with my student clients when I was “hovering” around them. This got me thinking
out loud that this is actually not a bad leadership and connecting strategy!
Recently, we oriented a new
cohort of Executive MBA students who complete their degree by coming to campus
every third weekend or so. Due to my
role as their primary leadership and career resource, it is important to me
that they know who I am and my commitment to their success. I was sharing with
some current students how I used my usual hovering strategy during their
orientation week by being a presence during breaks and meals. I see this as
what leadership expert and A list speaker John Maxwell calls “walking through
the crowd slowly.” My current student clients jokingly call it “creepy!” At least I hope they are joking!
But this practice and
strategy of hovering, allows me to quickly establish a positive working
relationship which in turn, helps these talented leaders reach their full
potential as they define it. It also allows me to get them on an individual basis.
I believe this niched strategy can be applied to leaders in just about any
workplace scenario that want to also create positive working relationships. The
trick is to hover in a way that doing so is seen as positive and not intrusive.
Here are a few ideas to do just that.
Be Proximate but not a
Participant:
My student clients attend
class either one day a week or every third weekend. Due to the cohort manner in
which they progress through a challenging curriculum, they become very close
and enjoy seeing each other in light of not being to see each other every day.
They also have a lot to catch up on in terms of assignments, upcoming courses,
etc. Hovering allows me to be on the periphery in case they have a question,
but I am not a fellow student or peer. They have important issues to discuss or
questions to settle; thus, it is important that I not interfere or distract
them from getting what they need done.
The same is true for
leaders. Our team members have a lot to do and we want to show that we trust
them to do it well. Even though we would like to be an instant resource or “fixer”,
that is not what they need from us and to participate would de-skill them. Management
from “walking around” however tells team members we are supportive and
available for questions, but we are not and should not be a distraction to
their work.
Be Present but not Pervasive:
With my students, it is
important to me that I am present and supportive, but I am NOT the main attraction.
They are. They are the ones who are sacrificing time, energy, and resources to complete
an important degree from a Top 20 business school. Yes, they are times when I
am conducting a webinar or on-site workshop but that is a very small part of
their experience. The power of their experience lies in the connections they
make with each other and the other faculty and staff.
Much like my hovering strategy,
being present allows for that quick question, check-in on an ongoing
conversation, or that impromptu encouragement. This is what former Campbell
Soup CEO Douglas Conant was communicating in his book Touchpoints: Creating Powerful
Leadership Connections in the Smallest of Moments. Douglas would share the
concept of “impactful interruptions” where impromptu conversations would reveal
a lot about how his team was operating or any shared concerns they had. You are
not micro-managing or looking over shoulders, but to make sure you are not
leaving that impression, you have to do this consistently enough that team
members get used to your presence every now and then and know they can take a
moment with you or not. It is their choice.
Be Precise but not Platitudinal:
You have often seen my write
that leaders who add-value do so in very specific ways. Each week or weekend
students are present, I usually have two or three specific follow-ups or congratulations
I want to offer. This is to make sure that these specific students know that I
have not forgotten about a request or inquiry or that they were on my radar based
upon a prior conversation.
The same should be true for
good hoverers! Identify two or three team members each week that you can
connect with on a specific matter. Loop back to a question or concern they had.
Do in-the-moment recognition for a job well done. Celebrate a big life moment
such as the birth of a child or their graduation. Again, this takes just a few
moments of thought and a running list. What they do not want is just empty platitudes of encouragement but targeted and highly personalized connections.
As you can gather, the
student clients I have the privilege of working with can be a cast of
characters but, as has always been the case, I learn more from them than they
ever learn from me. So, here is your challenge, try the hover strategy for one
month and see what happens. I would bet you will be surprised how much you
learn from the people you spend most of your waking life with!
To summarize, I think John Maxwell captures this strategy very well in his recent book, Leadershift. I am paraphrasing John who shares that when doing the Leadership Dance:
To summarize, I think John Maxwell captures this strategy very well in his recent book, Leadershift. I am paraphrasing John who shares that when doing the Leadership Dance:
- Hover AHEAD of people staying close enough for them to access you and anticipate their needs
- Hover BESIDE people so that you can listen to them and discover the journey they want to take
- Hover BEHIND people so that they know you believe in, with, and, sometimes, for them
Yours in leadership,
Dr. Bill Faulkner
Email
= bill@outloudinc.com
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