Leadership Challenges You Can Solve With the Leadership Matrix

Mike FigliuoloMike Figliuolo is the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results.  He is the managing director of thought LEADERS, LLC – a leadership development training firm.

 

The phrase “think outside the box” makes me physically ill.  It’s trite and isn’t at all practical.  But inside the box?  That’s where great leaders go to get more out of their teams.

Preface: I’am an idiot.  My friend and fellow thought LEADERS instructor Victor Prince hoodwinked me into co-authoring a new book: Lead Inside the Box – How Smart Leaders Guide Their Teams to Exceptional Results.  The premise is you need to evaluate the amount of output you get from a team member and compare that to the amount of time and energy you have to invest in them to get it.  We call that second piece “leadership capital” and in this brief article I want to explain this concept a little further.

A core part of the theory on the new book is what we call “the Leadership Matrix” (or “the box” for short).  Within that matrix (which can be seen in the diagram below), we define behavioural archetypes from Slackers to Rising Stars and everything in between.

The real insight in this simple matrix lies in practical advice on how to lead those folks to improve their performance.  By understanding the behaviours your team members will demonstrate and how you invest (or don’t invest) your time and effort into them, you’ll get a clearer picture of the 8 archetypical behaviours that can show up in the box.  With that understanding, you can begin leading differently which will improve your performance.  Those archetypes are as follows:

Exemplars can be categorized based upon their career aspirations. Some Exemplars want their great performance to provide them a stepping stone to larger roles and responsibilities. These are the “Rising Stars.” Other Exemplars are content remaining in their current roles. They’re experts and they’re satisfied with delivering outstanding results without much interference from their boss. These individuals are the “Domain Masters.”

Detractors are defined by the root cause of their performance issues. Some don’t have the skills they need to do their job. These individuals are the “Square Pegs.” We call Detractors who have the skills to do the job but they lack the will to do it the “Slackers.”

High Cost Producers break into subtypes based on the kinds of costs they incur. Some get results but at the high cost of damaging team morale and destroying the goodwill you and your team have accrued with others. These individuals are the “Steamrollers.” High Cost Producers who get results but require an inordinate amount of hand-holding from their leader to get them done are the “Squeaky Wheels.”

Passenger subtypes are determined by the kind of output they produce. Some only work to get their paycheck. They expend the bare minimum amount of effort required to keep getting paid. These are the behaviors of your “Stowaways.” Other Passengers exert a great deal of energy but they focus on tasks they want to do, not tasks you need them to do. We refer to Passengers behaving this way as “Joyriders.”

By assessing your team in terms of how much you have to invest in them versus the results you get, you can categorize your team member’s behaviour and get a better perspective on how to lead them.  The better you understand how much leadership capital you’re investing in someone and the results you’re getting from those investments, the more effectively you’ll be able to lead them.

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