4 . Put in the checkpoints
“ Have set communication and engagement cycles with the team , with your internal clients , and externally , with your partners and your customers . And I think it ’ s very important that people understand what that communication cycle is , so that they know they ’ re going to be engaged and given downward information , but also have the opportunity for feedback . And then with that communication , ensure commitment of action based on the collective observations and findings of that communication and engagement cycle .”
5 . Give people space
“ It ’ s critical to harmonise around the individual . Give people space to explore their capabilities , allow people to step into the space that they feel they ’ ve got within themselves , allow them to make mistakes , allow them to challenge your thinking by trying things that maybe you , with your experience or perspective , don ’ t necessarily think is the right outcome , but then learn from them as they learn . In order to facilitate that , be super flexible in your engagement as an individual . And I see this as four roles that I have to play in engaging with somebody and the mix is dependent on the individual and where they ’ re at and what that person is like : between being a director , being a mentor , being a disruptor , and being a defendant .
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The Breakdown And you think about those things , then in terms of the full package overall , to be an effective leader , my belief is that you have to spend two-thirds of your time in that last element , which is one-on-one individual time , and you ’ re spending 20 per cent on your strategy direction and your communication , and you ’ re spending 20 per cent on maintaining cultural and contextual awareness .
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