Leading Leaders when you're not the expert.
The challenge of leading leaders when you’re not the expert…
Often as leaders we will end up in positions in which we are not the expert in certain fields anymore... you are becoming a leader without ‘specific’ expertise. This can be due to seeking new leadership challenges outside of your core field, or due to internal promotions. A fork in the road appears and we might choose to pick a leadership journey over a continued niche singular skill area. We might have led specific teams achieving great things in the past, however we have taken the step to leading other leaders who in turn lead their own team of experts or who are thought leaders in their respective field.
We often see leaders struggle at this juncture as it requires a significant mindset shift and dedicated development of how they lead in this environment. The ability to be an effective leader at this point relies on will and skill! At this point we need to diversify from speciality leadership skills to generalist leadership. Based on recent discussions we have had, here are some ideas that can make an impact:
Let it go…
As we lead other experts we need to try to let go of preconceived notions of how things should be done or some of our previous leadership traits. We are in a different arena now and need to work hard to mould our skills to get the best out of our leaders. Leaders who adopt prior leadership methods or try to put in place a ‘puppet’ way of doing things to cement their title or way of thinking, might struggle to harness the power of their leaders.
Things to do:
Re-evaluate team charters and values as a leadership team.
Be clear early on with your intent and vision for the leadership team - however, don't be hasty to see change or make impact.
Articulate to your leaders what you are there to support them with and also what you are not there to do. It's not being lazy, it's being clear and setting expectations.
Adopt a 1/3 and 2/3 rule to planning and executing. Save a third of the time for yourself, but enable your leaders to have two thirds of the time to conduct their own planning and due diligence.
Focus on the strengths of your leaders, and use them!
Unsuccessful people usually need help with the basics. However, when you work with your best people, focus on building their strengths. Leaders have to remember to understand humility and the impact it can have when working with experts. There will be more times than not when you will need to corral your leaders to work through a situation that you don't really know much about! However, they rely on you to acutely tap into their expertise correctly.
Things to do:
Develop a concrete understanding of how your leaders and their teams became experts.
Understand and accept you do not know everything, and you are not expected to. That is what your leaders are there to do.
Celebrate the unique skill sets of your leaders.
Continue to develop your art of facilitation.
Enabling, not doing
Previously we might have been able to see our direct contribution as a leader because the knowledge set was in our wheelhouse. When we lead leaders who are the font of all knowledge you are now adopting the role of an enabler of action. We need to spend time understanding when to intervene and when to not. This can be counterintuitive as we want to help and add value, but that is not our core focus anymore. Truth Four from “The Truth About Leadership” by Kouzes and Posner talks about focussing on the future being what sets good leaders apart. We are now there to navigate roadblocks and break down barriers so our leaders can work to their strengths. This requires us to continually evaluate future prospects and work hard to mitigate issues arising.
Things to do:
Ask yourself some questions prior to intervening. Am I actually going to add value? Or am I just trying to show presence?
Do your homework … leaders who are experts are going to expect more attention to their specific needs/challenges. You need to work hard to understand at least the top 25% of the topic.
Allow time to hear opinions and facts. Never be too busy to not allow your leaders to share their vision or concept. However, be careful to not lose sight of the truth amongst all the facts and opinions!
Continuing to project confidence/charisma
It can be hard for leaders to understand how they can retain a form of control or status when their leaders are more knowledgeable in the certain field they are operating in. This is where the elusive concept of “Executive Presence” comes into play. When you work with leaders who are experts they often struggle to lead across and/or up as they can be narrowly focused on their certain area. This gap is where the generalist leader looks to add value by showing confidence and inspiring their leaders to achieve more and in a better way.
Things to do:
Gain an understanding of how others perceive you. Consult with mentors, and get feedback from supervisors and peers.
Become the best listener and the one who ‘remembers’. You don't always have to be the one speaking or presenting. But, you need to be the one who is always truly listening.
Use logic questioning (5 Whys) to gain a more in-depth understanding of the situation.
DO NOT:
Shy away from discussions when you don’t know enough to speak.
Apply a nonchalant approach when approached with issues or questions and say “well you’re the expert, you figure it out”.
Become an armchair leader …
This article was contributed by Luke Johnson, Strategic Advisor, Pivot & Pace.