Good leaders are students of the numbers. Great leaders are students of behaviors. This is because great leaders know that their own and their people’s behaviors will ultimately determine the numbers, and that by watching them, reinforcing them, and intervening when they’re off track, they can influence outcomes before they’re final. Because many managers spend more time managing “stuff” than leading people, they often confuse the scoreboard for the game. They ponder reports, crunch numbers and get dazed by data, never taking their eyes off the scoreboard as they anticipate what numbers the team is producing. On the other hand, the best and most astute leaders stay in the game. They invest more time in the trenches with their people than in their office with “administrivia,” positively impacting the numbers that show up on the scoreboard.
While spending adequate time with the numbers part of your job is important, you can’t afford to become a passive leader who awaits results versus doing all you can to personally impact them. Many managers who at one time led effectively now simply tweak, tinker, tamper, manage, massage, maintain, administer or preside. While these folks may still have a leadership title, they lead no one and impact nothing. They are ceremonial leaders at best, perfectly content to record history rather than to help make it.
If disappointing numbers catch a manager by surprise, it normally indicates they didn’t spend enough time evaluating, coaching, and redirecting the daily behaviors of their people that created those numbers. Because of their neglect, the ineffective seeds their team members sowed each day inevitably manifested in the form of a lean harvest. There’s no need to let this happen to you. By studying the daily behaviors of your people and acting upon them, you don’t need a crystal ball to predict where a particular department in your enterprise is headed. Just pay more attention to what’s happening today because it becomes the future. Following are two sample behavioral areas to manage daily.
1. Are people doing enough of what matters? In other words, is activity translating into accomplishment? What’s more important than people staying busy each day is making sure they are busy doing what matters most. By meeting one-on-one with each team member and helping them to structure their day so that they are working within the discipline of priorities, you can ensure that their daily behaviors will stay on track and bear fruit come scoreboard time.
2. What are people doing with their down time? When traffic and the activity it creates slows down, do your people convert their down time into prime time by practicing, prospecting, planning; and following up, or do they become passive and watch, wish and wait for something to happen? It’s the manager’s responsibility to create daily, structured activities that keep people in motion and engaged with productive tasks in-between customers.
While the two aforementioned disciplines are basic, they are often overlooked, and require diligence to ensure day-in, day-out execution. If you owned a professional sports team, it would be hard to imagine that you would tolerate a well-paid coach who lounged in an office, paid scant attention to the game, and passively waited to see what numbers appeared on the scoreboard, as he held his breath, crossed his fingers and hoped for the best. No, if you were in the owner’s suite, you’d undoubtedly insist that your coach maintained a positive presence on the field, with the team, observing, analyzing, reinforcing, and redirecting as necessary in order to ensure there was a “W” on the scoreboard at the game’s conclusion. You’d make sure that your coach and team exercised the daily disciplines necessary to win the game. What have you done today to ensure the same level of focus and accountability within your business?