DIRECT THE WORK
WHY IT MATTERS
Leaders stand at the head, set the tone, direct the pace, chart the course, and show the way. They aren’t afraid to be at the front, rallying those around them. They see the big picture, know what needs to happen, why it needs to happen, when it needs to happen, and how it all fits together. Leaders that effectively direct the work keep everyone in the organization marching forward in a unified march and an unaltered course. They bring together all the necessary parts and pieces to ensure results are achieved. Leaders that fail to effectively direct the work leave people wondering what they should do and where the organization is going. They create a culture of confusion, inefficiency, and disarray.
WHAT IT LOOKS LIKE
Leaders that direct the work take charge. They show the organization where it needs to go. They lead from a precise vision and have an understanding of exactly what needs to happen. They are not afraid to take charge and be the ones that others look to for direction. They aren’t overwhelmed by knowing people rely on them for clarity. They assume leadership responsibility, but do it in a way that entices people to give their very best instead of alienating them.
Leaders that direct the work set a clear course for what needs to be achieved, but they don’t do it alone. They determine their direction by using data, the counsel of others, and their own experience. Instead of expecting people to blindly follow their direction, they recruit people to their cause through their ability to involve, express, persuade, and teach.
Leaders that direct the work know how to align, organize, and structure work in a way that points everyone in the same direction. They feel it is their responsibility to ensure the combined efforts of all involved are truly aligned to achieving the end goal. After putting the organization on a specific course, they keep lookout and speak up when course corrections need to be made.
Leaders that set direction are comfortable being out in front. When it is time for a key decision to be made, or a key action to be executed, they step forward with confidence. They are at their best when things are hardest. They have the courage to take charge, knowing they are the only ones who can.
Leaders that set direction are “hands-on” and help get the work done. They get personally involved instead of just sitting back and telling people what to do. They help do the work, but walk a careful balance between actively participating and accidentally micromanaging. They let people have the space to do their work, but stay close enough to make sure they don’t get off course.
Leaders that direct the work don’t hesitate to give correction. They value the individual and organization enough to be courageous and speak up. They accept that directing the work at times means telling people what they need to do different or how to do something better. They say what needs to be said, but always do it in a way that uplifts people instead of tearing them down.
BELIEFS
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
Leaders stand at the head, set the tone, direct the pace, chart the course, and show the way. They aren’t afraid to be at the front, rallying those around them. They see the big picture, know what needs to happen, why it needs to happen, when it needs to happen, and how it all fits together. Leaders that effectively direct the work keep everyone in the organization marching forward in a unified march and an unaltered course. They bring together all the necessary parts and pieces to ensure results are achieved. Leaders that fail to effectively direct the work leave people wondering what they should do and where the organization is going. They create a culture of confusion, inefficiency, and disarray.
WHAT IT LOOKS LIKE
Leaders that direct the work take charge. They show the organization where it needs to go. They lead from a precise vision and have an understanding of exactly what needs to happen. They are not afraid to take charge and be the ones that others look to for direction. They aren’t overwhelmed by knowing people rely on them for clarity. They assume leadership responsibility, but do it in a way that entices people to give their very best instead of alienating them.
Leaders that direct the work set a clear course for what needs to be achieved, but they don’t do it alone. They determine their direction by using data, the counsel of others, and their own experience. Instead of expecting people to blindly follow their direction, they recruit people to their cause through their ability to involve, express, persuade, and teach.
Leaders that direct the work know how to align, organize, and structure work in a way that points everyone in the same direction. They feel it is their responsibility to ensure the combined efforts of all involved are truly aligned to achieving the end goal. After putting the organization on a specific course, they keep lookout and speak up when course corrections need to be made.
Leaders that set direction are comfortable being out in front. When it is time for a key decision to be made, or a key action to be executed, they step forward with confidence. They are at their best when things are hardest. They have the courage to take charge, knowing they are the only ones who can.
Leaders that set direction are “hands-on” and help get the work done. They get personally involved instead of just sitting back and telling people what to do. They help do the work, but walk a careful balance between actively participating and accidentally micromanaging. They let people have the space to do their work, but stay close enough to make sure they don’t get off course.
Leaders that direct the work don’t hesitate to give correction. They value the individual and organization enough to be courageous and speak up. They accept that directing the work at times means telling people what they need to do different or how to do something better. They say what needs to be said, but always do it in a way that uplifts people instead of tearing them down.
BELIEFS
- People need direction. If you don’t tell people where to go, how can you expect them to get where you want them?
- Helping people chart a direction is only half the battle. The hard part is directing them how to get there.
- You cannot direct the work without also being “hands on” and intimately knowing the work.
- There is a balance between directing the work and micromanaging the work, and you have to walk that line carefully.
- Directing the work means taking ultimate responsibility for everything that happens.
- If you want to effectively direct the work you have to be willing to speak up and correct the work when it is off course.
- People want to give their best, but they often need someone to show them where to go and how to get there.
- Directing the work doesn’t mean telling people what to do. It means leading people by walking beside them.
- Have a clear destination you are trying to achieve.
- Put in place clear goals and targets.
- Help people see the big picture.
- Don’t shrink from the big moments.
- Have a clear idea of what needs to happen.
- Make sure people really grasp the direction.
- Communicate clearly what is expected.
- Give structure to people’s work.
- Feel accountable to help people reach their goals.
- Create a culture that promotes alignment.
- Ensure group goals align to the organization.
- Ensure people know their responsibilities.
- Have the courage to take charge.
- Guide the work without micromanaging it.
- Don’t hesitate to make course correction.
- Build confidence in the direction you have set.
- Don’t be afraid to give needed feedback.
- Hold people accountable for what they do.
- Involve people in the direction setting process.
- Address poor or misaligned performance.
- Give people space to accomplish their goals.
- Change direction when it is needed.
SELF-REFLECTION
- Do I take charge in leading the organization, or do I stay in the background and expect someone else to do it?
- Do I know exactly what needs to be done and how to do it, or do I lack clarity of what to do?
- Do I think other people understand exactly where I am trying to lead them, or do I think they lack clarity?
- Do I involve other people and their best thinking to help make sure we get it right, or do I set direction blindly?
- Do I direct the work in a way that lifts and elevates others, or do I do it in a way that makes me look like a “know it all?”
- Do I organize the work to achieve its charted course, or do I set a course without ensuring alignment to it?
- Do I get the work of the organization back on track, or do I hesitate to speak up and make needed course corrections?
- Do I know how to give direction without micromanaging, or do I suffocate people with constant instructions?
WORDS OF CAUTION
- Don’t become so dictatorial that you handicap people because they are always waiting to be told exactly what to do.
- Don’t direct the work so specifically that you micromanage people and take away their creativity and individuality.
- Don’t feel like just because you are the leader you need to be the one who has the answer to every question or problem.
PSYCHOMETRIC 360 QUESTIONS
- I am really good at communicating the game plan.
- People have told me that I’m really good at figuring out the big picture.
- Plans for the future should be tweaked often.
- I like to steer the boat.
- I am comfortable telling someone to change direction.
- People come to me to help them decide what to do next.