Article
Is it time to upgrade your team?
August 13, 2020
Building on each other’s experience and expertise, teams can rise higher than a single individual can.
Surround Yourself with Knowledgeable and Experienced People
Effective leaders surround themselves with people who have technical and functional expertise. Like the cabinet of a president or prime minister or the military’s top level “joint chiefs of staff,” the best leaders create a powerhouse team of experts to advise and support their leadership. This doesn’t happen overnight; it requires you to continuously upgrade your team. Unfortunately, some of the early founding team members may not have the necessary skill and expertise to remain in their original role.
“The hardest thing to get right in every company isn’t the products but the people,” said John Chambers, former CEO of Cisco. So, it’s vital that the leader hire and empower a senior team that has expertise in key domains and then learn to value and listen to their views and utilize their insights.
Effective leaders need to augment their leadership style with people who complement their strengths and offset their weaknesses. To do this right, leaders must be honest and objective in assessing their limitations and stylistic tendencies.
“Lisa is a wonderful team-builder. We're lucky to have someone so adept at seeing each team member's skills, putting them to good use, and helping the team understand how best to work with each other.”
So it is critical to hire and empower people you can trust, who have experience and expertise you can learn from. Choose people with expertise in many different domains and let them lead those teams and functions. Select team members based on their technical, functional, problem-solving and interpersonal skills or on their potential for growth. They may come from varied backgrounds and have different styles but share a common set of values that make them fit in and enrich the culture of the team and the evolving organization.
TIP: Avoid hiring people you can control who will not challenge your point of view and may confirm your bias. Rather than thinking short-term and filling key slots with junior people who will be over their heads in a short time, hire people who are smarter and more experienced than you are and who can scale with the company. “The best leaders know that their employees know more than they do.” – Simon Sinek
It’s also best not to overdo hiring people just because they have degrees from prestigious schools and you assume, they have a high level of intelligence and lots of motivation. They may also have little experience and functional or domain knowledge. Without experience they may not have the framework to understand problems and won’t recognize patterns and errors that lead to serious mistakes and poor judgment. Experienced executives have models and pattern recognition to help them quickly spot problems and solutions rather than having to reinvent the wheel. Furthermore, don’t confuse personal ambition with achievement drive. Overly ambitious people are often poor team players.
One of my clients was growing rapidly and having great difficulty recruiting top technical talent. The recruiting organization had grown substantially but was not getting results and was having numerous internal and external problems. The CEO decided that his current VP of People (Human Resources) didn’t have the necessary skills to systematically manage and grow the recruiting team. He decided to move one of his executives from an operational position to head up the human resource organization because she was an outstanding project manager, a tough and disciplined taskmaster, and he hoped she would bring the structure, rigor and discipline that was necessary. The problem was that she had no HR experience and had poor people skills. It did not work out well, and within six months she was replaced by a seasoned HR executive. I’ve seen this story repeated many times.
Value the Contributions of all team members
To have a true “team” rather than just a collection of individuals, members need to value each other’s unique skills and contributions and appreciate the importance of each member’s role. As the leader, it is up to you to model this team spirit in your behavior and promote a team culture that exemplifies it.
How do you do this? When you show interest in a member’s activities and initiatives, openly express appreciation for the person’s efforts and achievements, it is obvious to everyone that the leader values that member’s contribution. Everyone is watching.
Many leaders tend to directly or indirectly show a preference for certain functions, teams, employee groups or areas of expertise. For example, in technical companies, the CEO often clearly values Engineering or Product over other functions. This results in the leader paying more attention to the views and recommendations of certain team members and listening more to their input in meetings. Whatever your background, personal preferences and predilections, try to be even-handed toward all functions and teams. In meetings, particularly those that involve strategic decision-making, it is important for the leader to include a wide variety of people, and actively draw out their ideas and opinions.
Clarify Roles and Responsibilities
Roles define individual responsibilities for successful operation of the team. Lack of role clarity is one of the causes of conflicts, confusion, and inefficiency on teams. Ideally, you want the team to function as an interdependent, coordinated unit whose members interact creatively and harmoniously.
Clearly defined roles promote efficiency. When the leader doesn’t make roles and responsibilities clear or designate who is responsible for and has ownership of specific projects and decisions, then power struggles and border skirmishes result. So if you are the leader, it’s important to define people’s roles or there will be battles over turf and authority, and chances are good that you will ultimately be called on to adjudicate!
Clear boundaries and assigned areas of authority are the key. For the team to function at maximum capacity, members need to understand not only their own, but also each team member’s roles and responsibilities. Consider creating an enhanced org chart that everyone can refer to, that defines the roles, responsibilities, deliverables, and decision authority of each team member. And be sure to update the chart as the organization grows and roles and responsibilities expand and shift.
In every company and team, there are both formal and informal roles. Formal roles involve designating who is responsible for doing what, sometimes accompanied by a title or a job description. On the other hand, informal roles are roles that people spontaneously take on, based on their personality, skills and style, and what problems need to be resolved.
For example, the question may arise, Who is going to be the person we go to when we have execution issues? Often there is someone on the team who is super organized and knows how to get things done, so this person becomes the go-to person for execution questions. Or there may be a person who has deep customer insights or knowledge of current technology trends or has their finger on the pulse of the morale of the engineering team. Often these informal roles can play a valuable part in improving the quality of understanding of problems or critical decisions.
Give High Powered Team Members Independence
Give team members autonomy – when they have earned it. Be sure to give team members the autonomy they want and need, particularly those who have demonstrated that they have good judgment and know what they are doing. “Barry does a great job of granting autonomy and at the same time making people feel like they are really part of a team, not just a worker”.
But be careful: some confident individuals may expect to have freedom and independent decision-making authority before they are actually ready and have demonstrated competence and good judgment. Their exaggerated self-confidence and personal ambition may cause them to overestimate their capabilities. They may not know what they don’t know. As the saying goes, “He was not always right but he was never in doubt.”
Discourage dependence. Other team members, who may be less experienced or less confident, will often overly rely on the leader to tell them what to do. This second type can become dependent, looking to management and leadership for guidance and direction even in small matters, and will have difficulty making the transition to independent decision making as the company grows. Discourage this kind of co-dependent relationship; it will eat up your time and will prevent followers from operating as true partners and leaders in their own right.
Over-controlling, narcissistic leaders don’t develop other powerful leaders, whom the organization needs in order to scale effectively. As much as possible, once people have demonstrated good judgment and their ability to get results, give them more independence and more decision-making authority. They need to know what is expected of them, but once they prove themselves, let talent find their own way to get results. Their mistakes can be learning opportunities and if you coach them properly, these need not be fatal mistakes. Micromanagement leads to decision bottlenecks, frustration, poor morale, and ultimately to executive turnover.
share this
Related Articles
Related Articles
Founders live in a world of chaos. It’s exhilarating, intense, and downright terrifying. You’re constantly shifting between the thrill of new ideas and the crushing weight of responsibility. Every decision feels like a life-or-death moment for your company, and the stress is unrelenting. Yet, amid this madness, there’s one thing that determines whether you’ll thrive or crash and burn: personal grounding.
Scaling Beyond Genius: The Unseen Work of Building a Billion-Dollar Startup
In a recent Founders Keepers newsletter entitled “When Their Moral Compass Fails, Leaders Fail: How Greed, Power, and Pressure Can Destroy Founders” I discussed how the pressure of investor demands, and the corrosive effects of power and greed can erode a founder’s moral compass. These challenges are not limited to startup founders; they affect leaders across all industries. However, our research on nearly 2,000 executives, including the top 200 leaders who emerged as the “best” based on 360-degree feedback ratings, provides a critical insight: the best leaders are unwavering models of integrity and values. This is not just an ideal to aspire to—it’s a requirement for sustainable success. When leaders prioritize integrity and live by a clear set of values, they build trust, inspire their teams, and create a foundation for enduring impact. This post will delve into what it means to lead with integrity, how the best leaders embody these principles, and actionable steps you can take to align with these ideals. Integrity: The Cornerstone of Leadership Integrity in leadership is about much more than honesty. It encompasses consistency between words and actions, ethical decision-making, and a commitment to doing what is right, even in the face of adversity. Leaders with integrity act as a moral compass for their organizations, guiding decisions and behavior through a clear ethical lens. Our research on the best leaders revealed several defining characteristics of integrity in leadership: Consistency in Actions and Words: The best leaders “walk the talk,” ensuring their actions align with their stated values. This predictability fosters trust and reduces organizational uncertainty. Ethical Decision-Making: These leaders prioritize ethical considerations, making decisions that align with their values rather than taking shortcuts for short-term gains. Accountability: They own their mistakes, modeling humility and responsibility for their teams. Take Howard Schultz, the former CEO of Starbucks, as an example. Schultz demonstrated integrity by prioritizing ethical sourcing, offering healthcare benefits to part-time employees, and fostering a culture of respect and inclusion. His leadership not only built a globally respected brand but also created an environment where employees felt valued, and customers felt connected to the company’s mission. According to a comprehensive review of the literature, leaders who demonstrate integrity cultivate stronger trust among their teams, improve morale, and enhance overall organizational performance. The ripple effects of their behavior extend to organizational reputation, customer loyalty, and financial success. Values as the Leader’s Guiding Light Values are the principles that define what is most important to an individual or organization. For leaders, values serve as a decision-making framework, shaping their behavior and influencing their teams. Leaders who model and promote core values create a strong organizational culture where employees feel aligned and inspired. In our study of the best leaders, the following behaviors stood out: Leading by Example: The best leaders don’t just articulate values; they embody them. Their behavior demonstrates the standards they expect from others. High Standards of Conduct: These leaders maintain impeccable personal and professional standards, setting a tone that permeates their teams and organizations. Promoting Organizational Values: By aligning their behavior with the organization’s mission and vision, these leaders reinforce the importance of shared values. Brian Chesky, CEO of Airbnb, exemplified these principles during the COVID-19 pandemic. Faced with difficult decisions, Chesky ensured that laid-off employees received generous severance packages and career support. His transparent and empathetic approach reinforced Airbnb’s values and preserved the company’s reputation during a challenging time. The literature supports these findings, emphasizing that when leaders align personal and organizational values, it leads to increased job satisfaction, higher productivity, and reduced turnover. Trust: The Currency of Leadership Integrity and values contribute to the most critical currency a leader possesses: trust. Leaders who consistently demonstrate integrity earn the confidence of their employees, stakeholders, and customers. This trust forms the foundation of effective collaboration, open communication, and organizational resilience. Our research showed that trust was a hallmark of the best leaders. They were described as dependable, reliable, and fair. Their actions consistently reflected their commitments, which inspired loyalty and respect. Paul Polman, former CEO of Unilever, is a shining example of how integrity builds trust. Polman led Unilever with a focus on sustainability and social responsibility, proving that profitability and ethical practices can coexist. His leadership attracted like-minded stakeholders, enhanced the company’s reputation, and set a benchmark for ethical corporate governance. Building trust, however, is not a one-time effort. It requires continuous reinforcement through ethical behavior, transparency, and accountability. As one executive in our study remarked, “Trust takes years to build, seconds to break, and forever to repair.” The Downside of Losing Integrity The stakes for leaders who fail to model integrity are high. Our review of business failures, including infamous cases like Enron and Theranos, highlights how a lack of ethical leadership can lead to catastrophic outcomes. Leaders who compromise their values for short-term gains risk not only their reputations but also the viability of their organizations. The Enron scandal was rooted in accounting fraud and ethical violations by top executives who prioritized personal gain over organizational integrity. Similarly, Elizabeth Holmes of Theranos allowed ambition to override honesty, leading to the downfall of a once-promising company. These examples underscore the importance of ethical leadership in avoiding reputational and financial disaster. Expanding the Legacy: The Ripple Effects of Integrity Leaders who model integrity extend their influence far beyond their immediate teams. They create a ripple effect that shapes organizational culture, industry standards, and even societal expectations. A consistent pattern in our research is that ethical leaders inspire ethical behavior at all levels of the organization, amplifying their impact. For instance, Satya Nadella’s leadership at Microsoft has transformed the company culture from one of cutthroat competition to collaboration and innovation. By prioritizing empathy, inclusion, and a growth mindset, Nadella has demonstrated how values-driven leadership can rejuvenate a global organization and inspire employees worldwide. This ripple effect is not accidental; it requires intentional effort to embed integrity into every aspect of leadership. Leaders must ask themselves: How can I ensure my values are reflected in the decisions I make, the systems I design, and the culture I cultivate? Actionable Steps for Leading with Integrity So, how can leaders ensure they remain models of values in the face of challenges? Here are actionable strategies based on our research and the broader literature: Clarify Your Core Values: Take time to reflect on your principles and create a personal mission statement. Ensure your values align with your organization’s mission. Lead by Example: Demonstrate your values through consistent actions. Be the behavior you wish to see in your team. Be Transparent: Openly communicate your decisions and the values guiding them. Transparency builds trust and accountability. Own Your Mistakes: When you fall short, acknowledge it. Use failures as an opportunity to model humility and resilience. Seek Feedback: Regularly solicit input from your team to understand how your behavior aligns with your values. This fosters self-awareness and continuous improvement. Promote Organizational Values: Reinforce the importance of shared values by embedding them into your organization’s culture and decision-making processes. Practice Ethical Decision-Making: Develop a habit of evaluating decisions through an ethical lens. Ask yourself how your choices align with your values and their impact on others. Amplify Your Influence: Leverage your position to mentor others, advocate for ethical practices, and inspire your industry to prioritize integrity. An Inspiring Legacy The best leaders are not only successful but also admired for their integrity and values. Their influence extends beyond organizational performance to leave a lasting legacy of trust, inspiration, and ethical conduct. As leaders, we must constantly ask ourselves: What kind of legacy are we building? In the words of one of the best leaders from our study, “Leadership isn’t about being in charge; it’s about taking care of those in your charge.” By prioritizing integrity and living by our values, we can inspire those around us and build organizations that stand the test of time. As you reflect on this, revisit the challenges I outlined in Founders Keepers —the pressures, greed, and power that can erode integrity. Let this serve as a reminder to stay grounded in your values and lead with unwavering commitment to what is right. Success is fleeting, but integrity endures.
