momentum complete leadership chapter four
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the coercive style that was needed (though only for the more recalcitrant employees
and only on a temporary basis). The coaching and his business awareness had given
him a rational case for deploying a more directive approach, and coaching had also
helped him with his emotional self-control.
He was deploying an authoritative style with those team members willing to change
(‘this is where we’re going; join me in the mission’) and a coercive style with those who
were reluctant (‘we have no choice but to change; I expect you to meet these targets’).
The trick was to use these without abandoning his trustworthiness, and without
forgetting that he may need to revert to a more democratic style when the team was
better able to set its own direction.
People were clear now about where the business was going and what was required of
them. Not all stayed while these changes were happening, but the collective progress
was quickly apparent.
Sharing his data with the team helped Nick build a culture of transparency and
openness. An important lesson is that the more directive leadership styles – coercive
and authoritative – can and should be used in conjunction with feedback from the
team and personal development. This illustrates how, as we mentioned in Chapter 2,
complete leadership is not ‘either’ dictatorial ‘or’ democratic but both, alternately and
at times even simultaneously. In a similar way that rational and emotional strands are
brought together.
Nick continued to asked individuals regularly for feedback about how they thought he
was doing. Although the democratic element was still a strong part of his leadership
style, he had learnt to be visionary and coercive too. Six months later, revenues once
again took the upwards slope showing 3 per cent growth. Nick also began to use the
coaching style more. Thus he began to really develop others through feedback and
support.
O5
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