TanveerNaseer.com

Leadership Coach, Speaker, and Writer

How To Delegate Purpose In Your Organization

Delegating-purpose-through-leadership

In my previous piece, I shared three strategies used by two distinct organizations to help promote and support a sense of community and shared ownership in their respective workplaces – a mindset and approach that’s becoming increasingly critical for leaders to foster in order to support their organization’s adaptability and long-term success.

In this follow-up piece, I want to build on those three strategies by examining a process most leaders currently employ through their leadership and how we can better use this tactic to not only drive organizational success, but to strengthen the commitment our employees make to our shared purpose.

As the title of this piece points out, what I’m referring to here is the process of delegation.

When it comes to delegation in today’s organizations, the common tendency leaders have is to simply delegate those tasks or projects that we don’t want to do. Work that requires time and attention that we can’t be bothered to expend our limited resources on, and so we hand them off to our employees.

While this approach might help us to better manage our daily grind, the problem with this is that the act of delegation becomes a lost opportunity for us to connect what matters to our employees with what matters to our organization.

In order to improve and sustain employee morale over the long run, we need to understand what will help our employees feel like they are contributing meaningfully to our organization; that they understand the connection between their efforts and the shared purpose that defines why we do what we do.

Now this can be a challenge for many leaders because we instinctively want to make sure we maintain some form of control over things, not to mention that fear that if our employees fail, we not only have to do the work we assigned them, but we also have to address the mistakes they made.

And yet, we have to remind ourselves that our employees are not going to care about our vision if we only give them work that no one else wants to do.

So with this in mind, I’d like to discuss a strategy I’ve shared with my clients and with those who’ve attended some of my talks on how we can delegate not just tasks to our employees, but a sense of purpose and meaning, along with giving them that much-needed opportunity to learn and grow. Click here to continue reading »”How To Delegate Purpose In Your Organization”

How A Sense Of Community Can Help Us Achieve Greatness

Organizational-community-fosters-greatness

Over the past couple of weeks, I’ve had the pleasure of being interviewed by various media outlets about my first book, “Leadership Vertigo”. What’s been interesting about this process is how in many of these conversations, there was much interest to discuss the point made in the book about the importance of leaders fostering a sense of community in their organizations.

As long-time readers of my writings on leadership know, this is something that’s been an underlying theme in many of my insights into how we can be a better leader to those we serve – where we ensure that we’re creating an environment where our employees understand the value of their contributions and why we collectively do what we do.

Of course, in these conversations about my book, the focus is not on the relevance of community-building in today’s organizations, but rather how do we go about doing this in light of the numerous demands on a leader’s time, attention and resources while operating in a doing-more-with-less environment.

It’s a great question and the answer to which is one that I want to share with my readers so that they too can understand how we can go about fostering that sense of community in our organizations despite the accelerated pace that we now have to operate in.

And to help illustrate these points, I’m going to use examples from two very diverse organizations – Pixar Animation Studios and the European Space Agency – in order to help demonstrate the value and importance of fostering a sense of belonging and purpose to helping your organization to succeed and thrive now and in the years ahead.

1. Create opportunities for employees to interact outside of formal roles
When Pixar began designing its new campus ground in Emeryville, California, then Chairman and CEO Steve Jobs wanted to create a common meeting space for the organization’s employees in order to facilitate sparks of creativity, inspiration, and “unplanned collaborations”.

The goal in establishing such an environment was simple – by creating an open space for people to meet and discuss, employees from different departments would be encouraged to Click here to continue reading »”How A Sense Of Community Can Help Us Achieve Greatness”

How To Encourage Growth Under A Controlling Boss

Dealing-with-controlling-boss

One of the things I enjoy about my work is having conversations with people about the nature of leadership, and the challenges and opportunities leaders face in this continually evolving, interconnected business environment.

One of these conversations lead to a discussion about how leaders who want to push for change can deal with those above them who operate from the command-and-control style of leadership – in other words, those that subscribe to the overtly-controlling it’s my way or you’re out approach.

Since that conversation, I’ve had the opportunity to discuss and learn about how both employees and other leaders are also grappling with this organizational schism of dealing with someone stuck in an Industrial Age mindset of top-down leadership, while having to address today’s challenges and issues which require a more collaborative, inclusive and open workplace dynamic.

Based on these conversations, I’d like to share the following three measures that can help both employees and leaders who have to deal with a controlling boss who is clearly stuck in the ‘this is the way things are done around here’ mindset to ensure that they are able to promote growth and collective success in their organization.

1. Don’t focus on your value but on the value you can create
One of the common issues I hear when I discuss with clients and colleagues this issue of working for a controlling boss – especially those that operate from a top-down, win-at-all-costs leadership mindset – is how they feel like they’re more a means to an end than a valued contributor to their organization.

In discussing this situation, one thing that becomes clear is that both parties are almost speaking a different language in terms of their perspective and perception. For employees, their focus is on how to get those in charge to see them as being something more than what they do. For controlling bosses, however, their focus is simply on what they want their employees to get done in order to obtain their desired end result, regardless of the impact or impression that leaves on those under their care.

To resolve this difference in focus and attitudes, we need to Click here to continue reading »”How To Encourage Growth Under A Controlling Boss”

Leadership Infrastructure – A Prerequisite To Mightiness

Leadership-infrastructure

The following is a guest piece by Robert Sher.

As a society, our physical infrastructure consists of the structures that support us: roads, bridges, water pipes and pumps, sewers and generators, cellular towers, and the acres of servers and miles of wires that give us the Internet. These structures sustain us, delivering what we need to survive and thrive. They are interconnected. They are necessary. Without them, we’re back in the seventeenth century. We’re craftspeople and farmers.

In business, leadership infrastructure is the sum total of all the management systems, processes, leadership teams, skill sets, and disciplines that enable companies to grow from small operations into midsized or large firms.

Leadership infrastructure is every bit as real as roads and bridges, electrical grids, and the Internet. Without them, we’re Mom and Pop, and that’s all we ever will be, no matter how much cash flow we generate.

Without leadership infrastructure, growing companies can be victimized by Click here to continue reading »”Leadership Infrastructure – A Prerequisite To Mightiness”

How Vacation Time Can Make You A Better Leader

Taking-vacation-to-become-better-leader

When you’ve been writing a blog for 5 years as I have starting this month, one of the things you appreciate as being a key factor behind your longevity in this sphere is the importance of taking a vacation break to employ the 3 R’s – rest, review, and reflection.

Of course, it’s not just the art of writing that benefits from taking time off for rest and relaxation to keep improving your craft. As leaders, it’s critical that we’re also taking vacation breaks from leading our team and organization in order to ensure that we’re consistently offering our best to those we lead.

So as I prepare for my annual sojourn, I’d like to share with you these four reasons why taking a vacation will help you to become a more effective leader for those under your care.

1. Vacation breaks give you time to reflect and review
One of the things many of the leaders I’ve worked and spoken with share in common is how they enjoy being able to spend time on ‘big-picture thinking’, where they consider current realities and situations, and what opportunities lie ahead that their organization should invest time and resources to explore.

Unfortunately, while this is an important requirement for effectively leading organizations in today’s interconnected, global economy, one of the realities leaders find themselves grappling with is managing the growing demands for their time and attention in this 24/7 wired world.

The work routines employed by many of these leaders leave them operating more in a reactive, instead of reflective mode, so spending any time on pondering the long-view can seem almost like a luxury.

Indeed, many of the leaders I’ve worked with have expressed this common frustration in spending so much of their days dealing with putting out fires or addressing day-to-day issues that they admit feeling a disconnect between where they spend most of their time and attention, and what they want to achieve through their leadership.

And if the leaders of these organizations feel this disconnect, it doesn’t take much for us to appreciate what realities their employees must be operating within in how their approach their own work.

That’s why it’s so important that we take time off work to Click here to continue reading »”How Vacation Time Can Make You A Better Leader”

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