The captain and the co-pilot
I’m currently bingeing Chicago Med for no other reason than the very much taken Nick Gehlfuss, who plays Dr. Will Halstead. The series is well done and filled with real-life, relatable anecdotes.
In a recent episode, Dr. Connor Rhodes, a heart surgeon, signs up to perform a highly complex procedure. His boss, Dr. Latham, questions his choice, to which Dr. Rhodes replies, “I’ve assisted my mentor - Dr. Downey - in performing surgeries that are as equally challenging before, I can do it.” Dr. Latham responds, “In the cockpit, a co-pilot seat is right next to the captain, but the view out of the window is surprisingly different.”
I’m re-reading The Making of A Manager by Julie Zhou - a book I always purchase for new managers in my team - to assist with developing an onboarding plan for an external hire and new manager. She describes the job of a manager, “is to get best outcomes from a group of people working together.” I try to remember this when I’m inclined to do everything myself, my constant challenge as a leader.
The book also describes a management model that I think can also be used to critically assess the captain’s view from the co-pilot’s seat.
“Purpose, people, process. The why, the who, and the how. A great manager constantly asks herself how she can influence these levers to improve her team’s outcomes. As the team grows in size, it matter less and less how good she is personally at doing the work herself. What matters more is how much of a multiplier effect she has on her team.” - Julie Zhou
What is the why, the who, and the how of the leaders’ role you’re aspiring to have? How does he/she/they navigate their roles?
Purpose
What is their overarching strategy for their department/division?
As an employee within their team, have you heard this articulated before? If not, do you think you can make a guess based on observation?
If you’re aware of their strategy for the team, how often is it reiterated, verbally or non-verbally?
Are they optimistic? Do they display a pragmatic enthusiasm for what can be achieved?
Example: The CHRO for a large FMCG stated his purpose - creating one People and Culture team. After a merger, followed by restructuring, he wanted to bring everyone together. He mentioned this periodically and gave updates on how far the team had come, how far they had to go, and what support he and his leadership team would continue to provide.
People
How do they navigate conflict? Especially highly visible conflict.
Are they able to read beyond what is being told to them?
How plugged into the grapevine are they?
What are their defining traits?
How have they staffed their team? Experience, Skillset, Personalities.
How accessible are they?
Do they foster an environment of curiosity?
Are they able to galvanize the team under a shared vision and goal?
Example: Two of the best CSuite leaders I’ve supported were plugged into the grapevine, from a high level, and were always able to read beyond what employees said. This particular trait came in handy when junior employees made the uncomfortable decision to escalate issues. One of these leaders was also very good at de-escalating visible conflict amongst his direct reports without minimising or embarrassing either party. I often remember these examples, learning from my own experiences within my team; sometimes successfully, sometimes not.
Process
“Many people think of process as a bad word because it conjures up images of filling out paperwork or waiting in line. But process isn’t inherently good or bad. Process is simply the answer to the question “What action do we take to achieve our goals?” - Julie Zhou
How easily do they pivot?
How decisive are they? Bob Iger on decisiveness - all decisions can and should be made decisively, no matter how difficult. Counter-decision is deeply corrosive to morale.
Can they create a game plan that focuses on their team’s unique strengths, resources, and energy on what matters the most?
Are they able to admit when something isn’t working, even if it’s their idea, and start again?
Example: Changing and implementing a new supply chain system in a product-based business is an experience supply chain specialists want to have, but it can be challenging. In a contentious senior leadership meeting, the SVP responsible for implementation turned to everyone in the room and said, “Guys, have we gotten this wrong? Has my decision to shoe-horn this in a shortened time frame created more problems than anticipated?” His vulnerability in asking the question changed the tone of the meeting and created a space for everyone to review the current process and make a new plan.
The questions above are guidelines for assessing the person and the role you’re aiming for. They're intended for personal reflection on whether you can and want to embody these general attributes. For example, my CFO is very accessible; we all know this, and it provides a level of comfort that if something’s amiss, we can easily access him. I’m trying to define a level of accessibility that I’m comfortable with and that supports my team. My current solution is no meetings Tuesdays - my diary is blocked out each Tuesday, and my team knows that it’s their day with me. So far, so good. And, I'm sure what accessibility means to me and what my team requires will continue to evolve.