Jill "led outside the box." Case 2: Travel to your employees rather than requiring them to come to you. Jill’s approach of “delegating everything” was unconventional. You create an environment where your employees lead your thinking. This made sense to me, and since that day, I have tried to follow Jill’s approach. In emulating Jill, I have learned there is a secondary benefit of “delegating everything.” By doing so, you provide a training ground for your employees to develop their critical thinking and judgment. If she spent time doing things that others could do, then she would not have time to do the things only she could do. I do what only I can do, and let other people do everything else.” I later came to learn Jill’s rationale for this approach was to increase her efficiency and effectiveness as a global business head.
I focus my attention on only those things that require my level of experience, approval, authority, or confidentiality. Once she said to me, “Michael, I delegate everything.” Intrigued, I could not resist asking the question, “Jill, if you delegate everything, then tell me, what exactly do you do?” Jill’s response, “The things only I can do. I once had a second level boss, Jill (not her real name), who took the opposite approach. Jill, a Business Unit leader who reported to my company’s CEO, delegated everything. They want to be involved in EVERYTHING that falls within their area of responsibility. Many managers of people are way too hands on. These examples show very clearly it is in need possible to "lead outside the box.” Case 1: Delegate everything that someone else can do. These examples show that if you can find a few elements of your job, even items that seem small, and shift the paradigm in which you think and act, you can have a significant impact on performance fundamentals such as effectiveness, efficiency, organization, productivity, and attitude.
Unless referring to “rebel” personalities whose passion in life is to march to the beat of their own drum, qualities such as unconventional, unorthodox, uncommon, or unpredictable are rarely associated with good leadership… until now!īelow, I give real examples of atypical actions from four different leaders, none of whom are “rebel rousers”, but each of whom do things a bit differently than most other leaders.
Typically, when one thinks of good leaders, tried and true attributes such as visionary, communicative, strategic, empowering, empathetic, and perhaps, decisive come to mind (refer to my post, Leadership Defined!). The application of "thinking outside the box” to problem solving is common and clear but what about its application to leadership? Is it possible to successfully lead in an unconventional, unorthodox, uncommon or unpredictable way? Is it possible to "lead outside the box?"
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