In the book, Leading teams: Setting the stage for great performances Hackman (2002) states, “Excellent team leaders are aware of their natural styles – they know what they like to do, what they can do easily and well, and what they can accomplish only with difficulty if at all. They learn over time how to exploit their special strengths and preferences, and how to contain or circumvent their weaknesses. They attend carefully to the circumstances of the moment, and vary their behavior in real time to exploit unanticipated leadership opportunities and circumvent obstacles that risk blunting their initiatives. For great leaders, expanding and strengthening their repertoire of leadership behaviors is a lifelong learning project.”
As I reflect on my past experiences in leadership, this quote describes a strong set of qualities which I have learned and implemented over the past several decades. I have a well-honed awareness of my natural style, personal likes and dislikes, abilities and limitations, which allows me to lead small fellow-employee groups, but is particularly valuable with large groups of volunteers in a wide variety of activities, projects, and productions.
Hackman outlines three key areas of leadership processes which are crucial in being an effective leader. The first is providing a compelling direction for the group being led. For me, this is a foundational component in the work I do and the teams I lead. We share a common mission rooted in our mission as a church, a group of people who desire to share our positive experiences and faith with others. Virtually every time I convene a group for a meeting, rehearsal, or preparation for a project, I remind people of our mission, which provides a well-defined compelling direction.
The second key for effective leadership is providing an enabling structure for the team. Because my primary discipline is in the performing arts, it is necessary for me to provide structure that ensures our group effort results in an excellent end product. It is my responsibility to first enlist the appropriately gifted people, then to make sure that every artist is equipped, enabled, and encouraged to do their best both individually and as a team.
The third key which Hackman presents is the supportive organizational context. This can be a complicated proposition and a big part of my job is to make sure that a supportive environment is provided for the volunteers I lead. Although a description of how to do this would fill volumes, one of the absolutes is my learned ability to build relationships with volunteers, team members, staff and leadership, making sure to listen to what others are truly saying.
Although I believe that my experience has taught me great lessons in how to be successful in the use of Hackman’s three keys to effective leadership, I know that it will be a life-long process, and that I must constantly be working to further developing my abilities. I encourage you to do the same and work on Hackman’s three keys: Providing 1) a compelling direction, 2) an enabling structure, and 3) a supportive organizational context. There are certainly many other keys, but these are a good place to start or continue in your journey to be a great leader.
Lead well.