Google's Manager Feedback Survey includes a question about whether a manager has the technical skills necessary for effectively managing their team. Such emphasis on technical know-how isn't exclusive to Google; many organizations, especially in the tech industry, assess their managers on similar criteria.
This raises important questions:
Should managers have specific technical skills, like sales abilities for sales teams, marketing knowledge for marketing teams, or coding skills for software development teams?
Is it necessary for leaders to be actively involved in the same tasks their teams are engaged in?
The Hands-On Trap
Let's be honest, micromanaging is neither effective nor fun. While staying too close to the grind can offer valuable insights, it also saps a manager's ability to strategize effectively. They get bogged down in the weeds, losing sight of the big picture.
The Detached Dilemma
But on the flip side, aloof leaders who never roll up their sleeves risk losing touch with their team's realities. They might not grasp the challenges and needs, hindering their ability to lead effectively.
The Sweet Spot: Blending Brains and Brawn
So, what's the answer? It's not an either/or situation. The ideal manager seamlessly blends "thinking" and "doing." They possess strategic vision, manage relationships, and drive the business forward. Yet, they also understand the trenches, having rolled up their sleeves in the past or regularly diving in to gain firsthand experience.
This article dives deep into the "doer" vs. "thinker" debate, exploring the benefits of action-oriented leadership and how prioritizing execution over endless "talking" can propel an organization forward.
The Doer's Dilemma: To Do or Not To Do?
Imagine building a product you never used, selling a platform you don't understand, or managing a team whose work is foreign to you. It's a recipe for disaster. All you can do is to fake and pretend.
Throughout my career, I've seen the most effective leaders balance strategy with action. They roll up their sleeves and stay connected to their teams. Unfortunately, some leaders forget the power of doing, as they climb up the ladder. They become detached talkers and leave execution to others, arguing that the "doing" is below their pay grade.
You can recognize these people, as they possess the following common traits:
Meeting Mania: They love meetings, discussing past meetings, and proposing even more meetings.
Analysis Paralysis: They overdiscuss every decision, stuck in a cycle of endless contemplation.
All Hands in Slide Deck: They love presenting with decks and documents, even spreadsheets, but shy away from demos, POCs, product walkthroughs.
Comment Connoisseurs: They are happy to give their notes and feedback on others' work, but rarely contribute their own.
BS Artists: They talk a big game about products or customers without any real understanding, and often times this is very embarrassing and demotivating for others who are doers, as it's way too clear they don't understand what they are talking about.
Execution Blockers: They block execution and become bottlenecks - albeit often unintentionally - due to their disconnection from and lack of understanding of the day-to-day work.
The issue with following this path is that it becomes increasingly challenging to reverse course, the more detached they become. As they drift further away from hands-on activities and grasping the nuances of the work, rectifying the situation becomes harder. Eventually, they reach a tipping point where returning to the fold of active engagement or thoroughly comprehending the tasks at hand is no longer feasible. So they pretend and fake.
While adopting a hands-off approach might occasionally yield results, it often becomes transparent to those who are highly efficient and action-oriented. This lack of genuine involvement can frustrate and demoralize the real doers, leading to a loss of confidence in the organization's leadership.
Personally, this aspect of the corporate environment was a source of considerable frustration and disappointment for me. I would often find myself saddened and thoroughly annoyed when the talkers tried to fake it or they asked questions or gave feedback that clearly revealed they didn't understand the actual work. Now that I run my own business, I thankfully get to choose who I work with (doers!) and what I work on. I prioritize working with individuals who are focused on action. While strategizing ideas and being aspirational are important, the realization of these aspirations and the implementation of the ideas ultimately requires concrete action and a doer attitude.
The Case for the Doer Leader
When talking about a regrettable moment in hiring for Apple, Steve Jobs famously said, "We hired 'professional managers' and it didn't work at all. They knew how to manage, but they didn't know how to do anything."
The "doer" leaders don't just oversee, they engage directly with the tasks at hand, they gain insights into the workflow, processes, and potential bottlenecks their team faces. This firsthand knowledge enables them to provide more effective support, tailor their guidance to actual needs, strategize effectively against constraints, and cultivate a work environment that encourages productivity and engagement. While managers may not need to be on the front lines daily, periodic involvement ensures they remain connected and understand the realities of the work.
The Doer Leader:
Knows the product or service inside-out.
Regularly engages with the team and product / service.
Uses or has used the product / service themselves (even just to get into the heads of the customers they are serving.)
Enjoys getting their hands dirty and iterating.
Takes risks, learns from mistakes, and rebuilds.
Makes decisions quickly based on real understanding.
Loves learning new skills and implementing them.
Troubleshoots, problem-solves, and seeks innovative solutions.
Enjoys "implementing," and doesn't shy away from it by saying things like, "I am more on the strategic side."
Connects deeply with their team, fostering empathy and understanding.
Promotes a culture of action and rewards results.
Strategies of Organizations to Attract and Retain Doers:
For organizations aiming to thrive in a competitive landscape, recruiting doers is crucial. Here are a few strategies to attract and retain them:
Seek action-oriented individuals: Focus on past achievements and problem-solving skills during the recruitment phase.
Prioritize results over presentations: Value candidates who can demonstrate impact.
Define clear objectives: Attract achievement-driven individuals with specific goals.
Cultivate a culture of action: Celebrate execution, reward initiative, and encourage hands-on problem-solving.
Offer autonomy: Trust your team to take risks, build, break, innovate, and execute their ideas.
Recognize and reward doing: Acknowledge and reward doing, not just leading a strategy or putting together a planning / review deck.
Encourage hands-on leadership: Promote leaders who lead by example and get things done.
Provide resources for continuous learning: Support ongoing training and development to enhance practical skills and execution.
Beyond Talk: The Power of Doing
Discussing, ideating, and strategizing are important, but execution is king. Organizations must prioritize individuals who get things done. By embracing a bias for action, recognizing those who continuously learn and experiment, and rewarding execution, we create a culture of dynamic progress and innovation. The future belongs to doers, not just talkers.
Now, let's get to work!
#authenticleadership #doerleaders #biasforaction #LeadershipCoaching #ExecutiveCoaching #LeadershipDevelopment #PeopleManagement
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