Strategy 3: Involve

In Chapter Ten of Obolensky’s book Complex Adaptive Leadership, there is a sixteen question test that leads you to analyze your Leadership approach. The results tell the reader which of the Leadership strategies they use most often and what that means for their relationship with their followers. There are four strategies: 

Strategy 1: Tell – This tactic focuses on telling a follower the information they need. “Tell can include either the what, the how and/or the why” (Obolensky, 2016). This is considered Low focus on people but high focus on the goal. 

Strategy 2: Sell – This strategy is considered high people focus and high goal. “It is more about asking questions and listening carefully” but there is “a need for the people to own the solution” (Obolensky, 2016).

Strategy 3: Involve – This tactic is high people focus, low goal focus. This is when the leader “chooses to hold back to allow others to discover the solution” (Obolensky, 2016). This is “a good opportunity to educate and develop people’s knowledge and skills further. It is more of a ‘pull’ strategy” (Obolensky, 2016).

Strategy 4: Devolve – Low people focus and low goal focus, this strategy is when the it is clear that “followers having the skill and will to do the job” (Obolensky, 2016). This is the point where the leader can step back and not intervene. 

My results were quite telling. 1 point for Strategy 2, 12 for strategy 3 and only 3 for strategy 4. I think for my situation and for my followers this makes perfect sense. I have only been in my position for five months and many of the supervisors that I had in mind when answering the questions are also new to the position or are new to leadership. So I do spend much time either asking questions or prompting conversations where the goal is that the person is learning and growing. Either in their Leadership skills or their competency as a ramp supervisor. 

I have very few people on my team that are at the point where completely hands-off Leadership is the ideal method. And on the same token, I do not have anyone so new that they need step by step instructions (tell or sell). Most of the time in my position is involving the supervisors in the process of improvement. 

I don’t think over the last six weeks I have changed anything about my Leadership with my followers drastically. However, I have been using additional skills when leading up as the holidays for an airline are a time where any problems your organization has are crystal clear. Asking for changes and improvements over the last few weeks have been necessary. 

This assessment solidified my own view of my future. Coaching, mentoring and developing people is where I feel most comfortable, useful and productive; it is where I find meaning in my work. So to see that the strategy I use most is the one where educating and developing are the focus, it makes me know that maybe I am heading in the right direction.