3 tips for following the STAGE model of leadership
Great leaders often follow the STAGE Model of leadership. This covers the Strategic, Tactical, Administrative, Grunt work and Emotional aspects of teamwork. They personally often focus on the strategic and emotional leadership – whilst hiring people who manage the tactics, administration and grunt work. Imagine you are a leader. Here are three suggestions to bear in mind when following the STAGE model.
* You can provide the strategic leadership.
Great leaders communicate the strategy for achieving success. Your job is to keep people’s eyes on the picture of perfection. Keep communicating: a) The ‘What’ - the goal we are aiming to achieve; b) The ‘Why’ - the reasons we are doing it and the benefits; c) The ‘How’ - the strategy for achieving the goal; d) The ‘Who’ - the people who are doing what to achieve the goal; e) The ‘When’ - the milestones along the way - plus when we will know that we have reached the goals. Keep communicating the big picture, especially when it gets tough. People need to keep their eyes on the longer term picture of success. Try completing the following sentence – then move onto the implementation part.
The specific things I can do to provide strategic leadership are:
*
* You can make sure the tactics, administration and grunt work get done.
Great leaders may have grand strategies - but these must be translated into action. As a leader, you can try to do everything yourself, but will be doomed to failure. Your job is to focus on the strategic and emotional leadership. If appropriate, get a co-ordinator to oversee the TAG part, otherwise you will fall into fire-fighting. Their job is to oversee three things.
* Tactics - to ensure that grand plans are translated into tactics.
* Administration - to ensure that diaries are kept up to date, meetings scheduled and the hygiene factors managed, otherwise the team falls into chaos.
* Grunt Work - to ensure people are encouraged, equipped and enabled to do the daily tasks - and that these are completed.
The co-ordinator may not actually do all the work themselves - but they do ensure it gets done. “Must it be one person?” somebody may ask. “I have four people reporting into me. Can’t they all act as co-ordinators?” Yes, they can, but as soon as it gets beyond four reports, the leader may find themselves turning into a manager, rather than a leader. I have never yet met a great team that does not have a superb co-ordinator. Try completing the following sentence – then move onto the final step.
The specific things I can do to make sure the tactical, administrative and grunt work parts get done are:
*
* You can provide emotional leadership.
Great leaders harness people’s emotional energy to achieve the goals. Different leaders do this in different ways. Some are good in ‘one to many’ situations. They give inspiring speeches and provide rallying calls to action. Some are good in ‘one to few’ situations. They prefer small groups where they can listen, connect with people’s agendas and find positive solutions. Some are good in ‘one to one’ situations. They provide the personal touch, make individuals feel valued and encourage them to do their best work.
Great leaders play to their strengths - and few are good in all situations. Some are good as strategic leaders, for example, but fail to provide the necessary emotional leadership. They often work best in tandem with somebody who can connect with people emotionally. Bearing in mind your strengths, try completing the following sentence.
The specific things I can do to provide emotional leadership are:
*
* You can provide the strategic leadership.
Great leaders communicate the strategy for achieving success. Your job is to keep people’s eyes on the picture of perfection. Keep communicating: a) The ‘What’ - the goal we are aiming to achieve; b) The ‘Why’ - the reasons we are doing it and the benefits; c) The ‘How’ - the strategy for achieving the goal; d) The ‘Who’ - the people who are doing what to achieve the goal; e) The ‘When’ - the milestones along the way - plus when we will know that we have reached the goals. Keep communicating the big picture, especially when it gets tough. People need to keep their eyes on the longer term picture of success. Try completing the following sentence – then move onto the implementation part.
The specific things I can do to provide strategic leadership are:
*
* You can make sure the tactics, administration and grunt work get done.
Great leaders may have grand strategies - but these must be translated into action. As a leader, you can try to do everything yourself, but will be doomed to failure. Your job is to focus on the strategic and emotional leadership. If appropriate, get a co-ordinator to oversee the TAG part, otherwise you will fall into fire-fighting. Their job is to oversee three things.
* Tactics - to ensure that grand plans are translated into tactics.
* Administration - to ensure that diaries are kept up to date, meetings scheduled and the hygiene factors managed, otherwise the team falls into chaos.
* Grunt Work - to ensure people are encouraged, equipped and enabled to do the daily tasks - and that these are completed.
The co-ordinator may not actually do all the work themselves - but they do ensure it gets done. “Must it be one person?” somebody may ask. “I have four people reporting into me. Can’t they all act as co-ordinators?” Yes, they can, but as soon as it gets beyond four reports, the leader may find themselves turning into a manager, rather than a leader. I have never yet met a great team that does not have a superb co-ordinator. Try completing the following sentence – then move onto the final step.
The specific things I can do to make sure the tactical, administrative and grunt work parts get done are:
*
* You can provide emotional leadership.
Great leaders harness people’s emotional energy to achieve the goals. Different leaders do this in different ways. Some are good in ‘one to many’ situations. They give inspiring speeches and provide rallying calls to action. Some are good in ‘one to few’ situations. They prefer small groups where they can listen, connect with people’s agendas and find positive solutions. Some are good in ‘one to one’ situations. They provide the personal touch, make individuals feel valued and encourage them to do their best work.
Great leaders play to their strengths - and few are good in all situations. Some are good as strategic leaders, for example, but fail to provide the necessary emotional leadership. They often work best in tandem with somebody who can connect with people emotionally. Bearing in mind your strengths, try completing the following sentence.
The specific things I can do to provide emotional leadership are:
*
If you are interested in leadership and teamwork, you can find a free downloadable pack for building super teams at:
Labels: leadership, strengths, super teams
posted by Mike Pegg at
21:31
0 Comments:
Post a Comment
Subscribe to Post Comments [Atom]
<< Home