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by Michael D. Watkins Published June 3, 2022 in Brain Circuits • 3 min read
Many leaders feel their success, and their identities, are grounded in their technical knowledge and mastery of detail. This may be why, as we move up within an organization, many of us struggle to make the necessary shift from understanding the facets of strategic problems to working with teams to shape and guide the processes used to solve critical issues. The key to this is team engagement. There are many ways to engage with your team and understanding the right way at the right time can make a critical difference in your success as a leader.
The six modes of engagement
There are six different approaches leaders can apply.
Frame the problem, identify potential solutions, do your own assessment, and decide without any input, informing the team what you have decided and why. Deciding without explaining is rarely an acceptable route.
Gather input from the team about ways to frame the problem and identify potential solutions, decide on your own framing, then identify and evaluate possible solutions (if appropriate, with supporting analytics from team members).
Frame the problem, specify the potential solutions, and direct the team to assess them and make a recommendation.
Frame the problem and direct the team to identify and assess potential solutions and make a recommendation.
Guide the team in (re)framing problems and/or developing and assessing potential solutions without providing your views.
Authorize the team to frame the problem, identify and assess potential solutions, and reach their own conclusions without providing substantive input or recommendations.
The mode you choose depends on the balance among forces pushing for more directive versus more empowering engagement modes.
Forces pushing for lower-numbered (more directive) engagement modes
Forces pushing for higher-numbered (more empowering) engagement modes
It’s possible for leaders to start with more empowering engagement modes and move to more directive ones if the team is not making sufficient progress. However, it’s difficult to move in the opposite direction, from more directive to more empowering.
Further reading:
Six ways to engage with your teams and solve strategic problems by Michael Watkins.
Professor of Leadership and Organizational Change at IMD
Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.
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