Situation: A CEO recently attended a workshop on awareness of employees’ emotions. The message was that to effectively lead, the leader must be aware of both their own and their team’s emotions, and effectively address these in all communications. How have others acknowledged employee emotions? Can you effectively manage your team’s emotions?
Advice from the CEOs:
All companies have both cultures and ways in which employees and managers interact. These are either intentional or accidental.
It is important to develop a competency model for any company – skills and behaviors that reinforce company culture and guide both hiring decisions and personnel evaluations. Behaviors should be defined by competencies, including both technical and soft competencies.
Once a company competency model is established, position descriptions will be variations of the company competency model.
A competency model will help you to script candidate interviews. This works whether you use a panel or individual interview format. Questions should address past behavior in specific situations that the individual has experienced. Provide each interviewer with a set of questions that will help the interviewer understand how the candidate expresses soft competencies. Post-interview, get together and discuss how each candidate’s responses compare with the company model.
Supplement your interview results with a psychometric test which scores and effectively measure the key soft competencies expressed in your culture. Pair the psychometric test with cognitive testing to assess a candidate’s technical competency.
Use similar questions for employee evaluations or coaching situations. The difference will be that in the case of current employees, you will want to have the employee refer to situations and behaviors experienced at work or working with customers or company partners.
Special thanks to Maynard Brusman of Working Resources for leading this discussion.
Situation: For a CEO to lead effectively, she or he needs to be able use both dominant and facilitative modalities of leadership. James Church, in Navigating the Growth Curve, ties the use of each mode to the growth stage of the company. A CEO asks whether the use of each modality is purely a question of growth stage, or whether there are situational guidelines for the use of each modality. When are you dominant and when do you facilitate?
Advice from the CEOs:
The Dominant Mode is appropriate when there is an immediate situation with a clear desired outcome; whereas the Facilitative Mode is appropriate when fixing a broken system that produces issues, or to increase team communication and contribution. As examples:
The Dominant Mode is appropriate when there is an immediate issue to be resolved, with clear legal implications and a clear response based on established policy.
The Facilitative Mode is appropriate when you want to develop and institute policies and procedures to handle issues ahead of time, or to establish guidelines for action. In these cases you want both input from the team as well as buy-in to institute the resulting decisions.
Strategic Planning shifts from Dominant to Facilitative Mode as the organization grows and becomes more complex. Early on, strategy needs to come with a single, decisive voice. In larger companies strategy becomes a group exercise because there are many moving parts and teams.
Another way to think about this is that Dominant is appropriate when “the buck stops here,” and will shift from CEO to managers for specific decisions when you reach a stage where the managers are now dominant. Facilitative becomes appropriate when managers and employees – those below the level of company or division leader – need to make the decision instead of the leader.