Bring back the basics

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I recently spoke with a young man who was pouring all his energy into building his skills and his career.

He had deliberately joined a growing technology company as a sales representative knowing that it was still building its systems and processes.  There wasn’t a library of SOPs.  Things changed quickly and people had to wear multiple hats.

That suited him. He's a self-starter, quick learner, adaptable, and genuinely motivated to find solutions that work for both the prospect and the business.

So, here's a question worth sitting with:  when organisations don’t have mature systems, processes, or extensive resources, what do people need to perform at their best? Take a moment to think about your views before reading on.

In my experience, there's no real substitute for good leadership. People are what make a business thrive (not just hit its numbers).

At a basic level, there are four things every leader needs to provide:

1. Direction. People need clarity.  Where are we headed? What am I responsible for? What exactly do you expect me to deliver?  What does success look like? What's our strategy for getting there? 

2. Opportunity. People need room to contribute.  Who wants what we have? How do I reach them? How much scope or autonomy do I have?  Will you trust me to get on with it?

3. Ability. People need the capability to succeed.  What knowledge and skills do I need?  How will you help me build them?  Who can I learn from?

4. Motivation.  People need to know their efforts count.  Tell me what's working and where I'm adding value. Give me constructive feedback that builds my confidence, and motivates vs deflates me. 

Back to the young man. Six months in, he's now the longest-serving person on the sales team.

The upsides: plenty of opportunities to learn about the industry, build his skills, and enjoy a high level of autonomy.

The downsides: his goals are vague, positive feedback is rare because his manager passes his own pressure down the line, and what constructive feedback does arrive is poorly delivered.

Think of each of these four fundamentals contributing 25% towards someone’s performance. When one or two are neglected, their performance can’t be 100%.  So if you want 100% from your people, it's worth asking how your own focus and behaviour as a leader are facilitating or blocking progress.

Yes, the young man is already looking for his next employer. Not because he lacks resilience or ambition.  He’s looking for a manager who knows how to lead.

How many of the four fundamentals are you providing your team right now?