Balance Points from the Team

Once a Technician, Now a Leader

07.11.18

Just as there is an interdependence between the three Growth Gears, truly effective leaders call upon and utilize all four forms of agility, depending on the specific situation. It is important to point out that these leadership agility competencies are not reserved solely for catalyst level leaders; they are applicable at all three levels of leadership agility.

I recently had the opportunity to coach Steve, an expert level leader, through a significant transition. As you read about his journey, look for the different types of leadership agility he leveraged as he moved into this new position and transformed his leadership style:

For 15 years, Steve served as a senior leader at a research laboratory, leading a group of focused scientists and engineers. He was very successful at engaging these leaders in key efforts to advance the mission of the organization within his specific area.

As Steve assimilated into his role with over a thousand members of his organization in functions that spanned a very broad base, he knew his previous leadership approach was no longer going to serve him. He recognized he would need to stretch to the edges of his learning zone, almost into the terror zone. He pinpointed his comfort and success zones on the Growth Gears and realized he was a solid expert.

Steve’s goal was to build processes and measures on the operational side of his leadership and to contribute deep in the technical details on the market side. He found key partners at the expert level on each side of the Growth Gears and worked to coach and direct these partners, empowering them rather than being the ‘doer’ himself.

He also made it a priority to communicate at a broader level that included the state of the business and markets as well as his vision and measures for success. He was working to lead from the achiever level of agility, which was a step into a new realm for him and a stretch that required daily attention and commitment to change.

The organization appreciated the clarity he provided and the opportunity to contribute both processes and technical solutions. It also benefited from Steve’s ability to delegate the details, to mentor using a wide view approach and to consider the outcomes and achievements as well as the tactics needed to get there.

In the end, Steve discovered that letting go of formerly effective approaches and adopting new ones that matched the needs of his new role were keys to his success.

Think for a moment about your own journey as a leader.

Is your objective to move across the Expert/Achiever/Catalyst continuum?

Are you content at your current level but looking to deepen your impact and expertise by leveraging the four leadership agility competencies?

What will it look like when you have accomplished these growth goals?

Click here to learn more about Lisa Johnson

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