Leadership Science – The Quick Wins Paradox
March 13th, 2009Here’s the idea in brief that I gleaned from the Harvard Business Review, January 2009 edition on Transforming Leaders. New leaders in an organization often focus on the quick win. However, in doing so, it is easy to fall into traps which paradoxically undercut what it is they are trying to achieve.
One research study of 5,400 new leaders and their managers revealed that those who scored a quick win scored 20% higher their overall success in their new role. This research showed that, among the high performing leaders, on attribute stood out – a focus on results. Of course this all makes sense, right? The question is, HOW does one go about achieving those wins and avoid the potential quick-win pitfalls?
According to Mark Van Buren and Rodd Safferstone of Corporate Executive Board, there are five pitfalls to avoid, which include: Focusing too heavily on the details, reacting negatively to criticism, intimidating others, jumping to conclusions and micromanaging. In achieving the win-win, the new leader must shift their focus to their INDIVIDUAL quick win to the COLLECTIVE win. As Muhammad Ali said it so eloquently in the shortest poem ever written, “Me-We.” In creating that collective win, the leader engages with other key players in the organization and thus BUILDS the TEAM. How can you tell if the quick win is a successful one? It should demonstrate the following characteristics:
VALUE: The project either increases revenue or reduces costs.
FEASIBILITY: The project can be completed in a timely manner without distracting other team members from their daily tasks and without new resources.
COLLECTIVE IMPACT: All team members are proud to cite their contribution toward the project and can see how they helped achieve the “win.”
OPPORTUNITY FOR THE LEADER TO ENGAGE: The project required the new leader to seek input from direct reports, peers and managers.
OPPORTUNITY FOR THE LEADER TO LEARN: In the course of the project, the new leader learns about the team dynamics, strengths, weaknesses and aspirations of the team members.
As new leaders engage in an organization and create a positive impact, remember to clarify not only the desired end results, but also the process in which you will create them!
