Many years ago I used to lead a marketing team.
My role as I understood it to be was to motivate and develop the people that reported to me. And of course to achieve my agreed goals.
Talking to leaders today I believe there is an additional role.
To stimulate, inspire and facilitate the interactions between team members – everyday.
Not that I did not try to do this but these interactions typically happened when we had a brainstorming session for example.
In other-words, these were infrequent and there was a specific need or problem to be addressed.
Because of the complexity and speed of today’s environment team leaders are realizing that they need to harness the interactions between team members.
Why?
Because this encourages greater agility and creativity.
Being stuck in a formal reporting model is too slow and structured.
Often informal, spontaneous interactions can lead to better ideas, solutions and insights.
It also enhances individual and team learning and growth.
For example, one team member has a problem that has just emerged.
Rather than wait for the team leader to be available they might put the challenge out to the team and ask for any new ideas.
Or generate a potential solution and ask for feedback from others.
This approach has a number of advantages.
- It’s quicker
- Team members are more empowered to think for themselves
- It free’s up the leader to focus on bigger issues
- Creates a series of small wins
- It’s more engaging and energising for the team members to solve their own problems as they are often much closer to the problem
But how can leaders stimulate creative interactions in their team?
Other than encouraging team members to interact with one another.
What else can a team leader do to encourage more interactions?
Here are a few suggestions:
The leader can spend more time listening rather than talking.
They can also leave the problem for a team member and not interfere, perhaps suggest or prompt but not direct (think what has to be achieved rather than how).
The leader can also role model the desired behaviour he wants from his team.
Ask for an Option D.
I love this idea.
Leaders can encourage their team to come up with an Option D for any situation, challenge or issue.
What is an Option D?
A different option (or divergent, disruptive, desirable…).
We usually go for Option A.
This is our default, tried and true idea, solution or action that has worked before.
And sometimes we might develop an Option B.
This is a back-up option in case Option A does not work.
But what about an Option D?
Notice with an Option D I have deliberately upset the usual pattern (I.e. A to B to C).
With this new structure a leader can encourage his team members to always develop an Option D which they can work with their colleagues.
Option D stimulates the team to switch their thinking without judgement.
For example,
One team member might say or text in a meeting, ‘I have developed an Option A and have a backup (i.e. Option B) to address this problem but i need help in generating an Option D.
Any ideas?’
This is more imaginative, challenges the status quo and stretches all team members to think n a different way.
It’s fast, fun and easy and the interactions among and between the team will be more innovative.