Leadership lessons from a new world of work
5 foundations for work that shone brightly in a year of lockdown.
The pandemic has caused a seismic shift in how we think about work. Not only have our teams been forced to adapt to working remotely, but the global shake-up has caused many of our team members to ask deeper questions about the impact and meaning of their work.
Through the period of lockdown, I have been fortunate to witness a period of immense creative energy from a number of truly inspirational teams. 5 lessons stand out, which I have framed as personal declarations that I hope can also serve as a compass for the teams we lead.
1. I am ready to serve
The core disposition for a life of meaningful work is generously serving others in their struggles to succeed.
From a deep understanding of our personal strengths and goals we are compelled to be selective about the opportunities that present the biggest potential impact using the limited time that we have.
This yearning to serve and to create impact is directed to both our customers and our team members. It applies to both the projects we take on and the tasks that fill our day. No longer can our teams be merely filling their day with what they are told to do.
2. I am accountable for the outcomes
Success comes from a dogged commitment to a high-impact goal. In a team, the goal is a collective one that we all sign up for. As leaders we respect the potential of every team member by investing in their understanding of the outcomes for which they are accountable. Together, we think deeply about the right way to achieve these outcomes rather than just mechanically following tasks in a plan. Moving fast is only possible when we have truly discovered and understood what needs to be done.
When we move our focus to outcomes and truly understand what is needed, the work flows effortlessly like water, even when the demands on us are huge.
3. I give credit
Outcomes may take time to materialise, so we generously offer appreciation and credit for each step towards the goal. One of the biggest drains of productivity for a team is jostling for credit (or avoidance of blame). When we learn to collectively celebrate successful outcomes, and know that appreciation of progress is assured, our team experiences the safety to do great things.
4. I share information generously and honestly
On a journey of building something new, we move fast when we share knowledge, ideas and feedback. We solve problems through a vigorous process of “face-to-face” discussion, capturing what we know as we go.
We write-down and draw what is needed to help others to understand our journey and for others to learn to accomplish what we know how to do. We write-down and draw roughly, incrementally, generously and beautifully. Healthy flows of information flatten hierarchies and facilitate alignment towards outcomes.
We communicate with courage and tell the truth.
5. I have strong opinions held lightly
Faced with an uncertain future, we are only able to take decisive action because we have strong opinions. However, when faced with new evidence, we are ready to change what we take to be true.
We are always learning.
There are organisations that strive for these types of values. Nevertheless, these are just ideas and each organisation or team needs to find its own values for how it “works”. Entrenching a values-based work system takes real commitment and an ongoing effort. In a new world of work, this could represent the very foundations for survival.
