Richard Branson has famously suggested hiring people who are smarter than you and then getting out of their way. While this sentiment is widely appreciated, putting it into practice can be more challenging than it sounds.
On a positive note, when you find yourself managing a team of highly skilled individuals, it often signals a career advancement. Roger Schwarz, Adjunct Professor of Organisational Psychology at the University of Michigan, has commented that this situation represents a significant career shift. As you move higher up in an organisation, you are expected to make decisions in areas where you might not have direct expertise.
So, how can leaders effectively manage superstars and make this transition as smooth as possible?
Stephen Covey’s The 7 Habits of Highly Effective People, published in the 1980s, remains just as relevant today. One of its central themes is Habit 5: “Seek first to understand, then to be understood.”
As human beings, we all want to feel valued, listened to, and truly heard. Employees, especially those with expertise in today’s increasingly digital and technical world, seek recognition for their skills and contributions.
As a leader, you don’t need to know more than your employees do in their areas of expertise. However, it’s crucial to demonstrate that you understand their needs, can manage expectations effectively, and respect the value they bring to the organisation.
In today’s fast-changing business environment, continuous growth is essential for success. As a strong believer in lifelong learning, I view every day as an opportunity to learn from those around me.
It’s important to acknowledge that your team members may know more about the technical aspects of their roles than you do. Be transparent about this and learn from them. Leadership is a two-way street—while you don’t need to become an expert in every technical detail, you do need to develop a high-level understanding. This will allow you to identify where issues may arise within the team or unit you are responsible for.
At Excel Communications, we specialise in developing leaders across multiple sectors to become effective communicators. A key element of communication, as Stephen Covey emphasises, is asking the right questions and, most importantly, listening to the answers.
Many managers struggle with leading highly skilled employees because they haven’t mastered this fundamental strategy of active listening and understanding.
Once you’ve listened and learned from your team, you are expected to step up as a leader.
Seth Godin, the renowned author, has noted that most people want to be led. Surprisingly, your superstars may not want your job—they simply want you to be a supportive leader. However, to fulfil this role, they will expect you to demonstrate both confidence and competence. This isn’t about technical competence but rather about being confident and capable as a leader of people.
The good news is that both confidence and leadership competence can be developed, often more quickly than you might think.
Best regards
Tom Hallett
P.S. If you would like to discuss any of your other learning & development challenges, book in your discovery call.
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