Being in a leadership role requires the balancing of tasks and techniques to achieve the desired outcome to achieve team success. The balances, or dichotomies, require leaders to be agile and shift their techniques to adapt to the needs of their team. Teams are dynamic and ever evolving. Therefore, the needs of the team today may not be the same needs of the team tomorrow. How to tactically lead an effort or project will differ with the type of project or task being executed along with the current needs of the team. Leading from the front is a tactic in which the leader steps out in front of the group to lead by example or forge the path for the team. This is a tactic that can be extremely useful and beneficial for a team, in the correct circumstances. However, there are instances where this tactic will hinder the team's performance and ongoing growth.
Leading from the front is a tactic in which the leader steps out in front of the group to lead by example or forge the path for the team.
When to Lead from the Front
Leading from the front is a great tool to help a team that is unsure or tentative see the correct path and enable them to better execute the desired actions. I find that the perfect way to utilize this approach is when there is a short term task that needs accomplished. By leading from the front on a well defined task I can demonstrate what success looks like and model the correct behavior. However, since it is a short term victory for the team, the threat of long term strategic loss is unlikely.
By leading from the front on a well defined task I can demonstrate what success looks like and model the correct behavior.
An example of leveraging this tactic for a task or short term project, would be a tasks that has been assigned to all members of the team (including the leader) that needs action. By stepping out and being the first member of the team to complete or execute the task, the team will see the buy-in from their leader as well as the proper execution for the task. Essentially you are modeling the desired behavior.
Another perfect time to lead from the front would be in modeling behaviors. This is an ongoing need for any leader. A team is an extension of their and their actions. Therefore, leading from the front would be demonstrating the proper professional and technical skills for the team. If I want my team to exhibit a customer first mentality, then my actions need to demonstrate that skill consistently. Every discussion about a customer interaction needs to be framed by their experience and how to maximize the team's performance in that area of focus.
When to Detach and Assess
The converse action that a leader should take is to detach from a situation and assess the landscape. This means that a leader is allowing the team to take the lead while the leader surveys how the project or task is progressing and providing feedback to help properly steer the team to a successful outcome. In these scenarios, the leader need to be willing to release control and assign members of the team to take a lead in the task or project. There is a delicate balance here where the team is empowered to build and execute a plan, but the leader is still attached enough to know what the plan is, where it stands, and how it is being executed. At any time, the leader should be able to speak to the team's plan and current status of the task or project. However, the creation or even leading of that plan will be driven by members of the team.
In these scenarios, the leader need to be willing to release control and assign members of the team to take a lead in the task or project.
An example of when to detach and assess would be larger projects or where there is an opportunity to allow the team to establish a plan for execution. These are opportunities where leadership skills can be developed within a team and the team can become more committed to the success of a project or task. I often divide up large projects into efforts that can be assigned to small project teams with a "project manager" defined within each team. I will give the intent and criteria for success for the team and have them create their own project plans, which I review and approve, and then they move onto execution. To keep connected to the progress or the project, I will hold recurring project updates with the assigned project manager to hear progress and any roadblocks for completion. I give them ownership of the effort, but consistently inspect what I expect.
Finding the Balance
There is a delicate balance between empowering the team and growing disconnected from the project or task. I have found this is a skill that takes time and "at bats" to develop as a leader. Even after a proper balance and flow is found, I have also found that vigilance is key to ongoing successful execution. It is easy to shift too far to one direction or another. Leading from the front is great in some circumstances, but in others the leader will become blind to the larger landscape of project dependencies or progress of the project. Always take a moment to step back and reassess the tactics being employed and ensure that they are driving to the proper outcome. If there is a possible gap, don't be afraid to "fail" quickly and shift the tactics to ensure team success.
Leading from the front is great in some circumstances, but in others the leader will become blind to the larger landscape of project dependencies or progress of the project.