In my last post I brought up the concept of a facilitative leader; so what do facilitative leaders do and how do the effectively lead?
What facilitative leaders do
I won’t go into exhaustive details here as this itself could be several posts, however it is important to have some idea what makes a facilitative leader distinct and that is the behaviors they exhibit. We’ll discuss this as if the behaviors are in the upper right of the Leadership Quadrant.
So in this space, a facilitative leader exhibits a desire to serve others, much like a servant leader as described by Robert Greenleaf. They also are participatory in nature, thus rather than say define a plan for a group to do work towards a goal, she or he will help the people create the plan so that is theirs. Thus a facilitative leader is one who helps the group collectively solicit and select creative ideas for the work and committing to complete it.
They also help individuals cope with their ever-changing roles and responsibilities as the team organizes and executes the work. They act as outside observers and offer improvements to the group and overall organization at large. They help the group gain clarity in the goal. They lead through influence.
How facilitative leaders effectively lead
As we explored in the last post, in order to be an effective leader, particularly when using influence as your primary mechanism, one must maintain good will with those you are leading.
When your actions are opposite of what you say you will do, they work against each other and your will approaches zero. Since influence is based on will, this reduces your leadership effectiveness.
Here’s a few examples, I say I have an open door policy and will listen and attend to people’s needs. If people bring these to me and I never listen, perhaps always finding ways to dismiss their needs, or I never take action when I say I will, I am undermining my will and thus my ability to influence behaviors, my primary mechanism to lead.
If on the other hand, I state I will observe where people appear to have roadblocks and help them through them, followed by attending stand-ups hearing of impediments outside a team’s control and visibly taking action on them, I gain will to get things done.
Side note: for most of this article, I called people a group, that was to emphasize two aspects – 1) this can be done in a non-team environment, particularly if you are a leader that has authority. And 2) you actually don’t need to have authority to influence folks through will; this generally not true where you are directive in nature, there you needed to have been granted authority in some manner.
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