A Leader’s Formula for Success
As leaders move upwardly through an organization, they need to also graduate from their role in day-to-day problem solving. The bigger decisions are theirs to own, but middle management and front-line employees must learn to fix problems themselves so as not to become overly dependent on the C-Suite.
My local burger restaurant recently installed a state-of-the-art Coke machine. A big screen displays about 10 different options for ice, Coke, its various forms, lemonade and Sprite. Customers can even opt to mix the different drinks in whatever formula they like.
Leaders should offer several options for people to get what they want from them, too, but most don’t. As busy people, they juggle multiple priorities and make high-stakes decisions every day, and developing options for responding to problems seems to take too long. When they hear a problem, they immediately jump in and fix things. But is that the best decision?
Although my successful clients are exceptional problem-solvers, as they advance in the organization, they need to become more like sophisticated soft drink dispensers than advice distributors. That means they need to be aware of the various choices they can give their direct reports. For instance, sometimes direct reports simply want to notify the boss of a problem; at another time, they want help; and at other times, they may just need some sympathy. Occasionally – not always – direct reports want the boss to fix things, but I advise against doing this very often. It breeds dependency and allows the person to offload responsibility for decisions.
When leaders hear a problem, they usually default to the question-asking option: “Did you call the guy? Did you fill out the form? Did you notify HR?” Although they don’t intend to, they send the message “I don’t think you know how to fix this yourself.” The fastest and easiest way to approach things differently is to ask, “What do you think you should do about this?”
The recipe for Coca-Cola continues to be a tightly-held secret; the formula for success is more transparent. Give people what they need and give them options for getting it.
Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. Some of her clients include Emerson Electric, Boeing, Avon and Tyson Foods. She was one of eight experts who worked directly with John Tyson after his company’s acquisition of International Beef Products, one of the most successful acquisitions of the twentieth century.
Linda holds a Ph.D. in organizational systems and two Master of Arts degrees in both interpersonal communication and organization development and a Bachelor of Science degree in communication. Whether coaching executives or members of the board, Linda offers clients coaching and consulting solutions that are pragmatic in their approach and sound in their foundation—all designed to create exceptional organizations.
She is the author of Landing in the Executive Chair: How to Excel in the Hot Seat, The Magnetic Boss: How to Become the Leader No One Wants to Leave, and contributing editor and author to Small Group Communication, among other works.
Dr. Henman can be reached at 
