Can they thrive without our constant direct oversight? In the previous post, we explored L. David Marquet's principle of clarity in establishing a leader-leader dynamic. In this post, we will delve into the role of competence, the necessary competencies, and how to continuously develop and enhance them.
The Role of Competence
Clarity, control, and competence are essential for creating a leader-leader culture that endures without direct oversight. Think of it like a three-legged stool: all three are necessary for stability. If one is missing, the organization cannot function smoothly on its own.
Key Analogy: Traveling from Los Angeles to New York
Imagine our organizational task is traveling from Los Angeles to New York:
Clarity: This tells us where we start, where we end, how long the trip should take, and what resources we have. It’s like having a travel plan that shows where we need to be and when.
Control: Clarifying roles encourages decision-making throughout an organization. This provides the energy and direction for our journey, like the fuel that powers our trip.
Competence: This determines how well we use our resources to reach our goals. It’s about choosing the best way to travel—whether we walk, ride a bike, drive a car, or fly a plane. Each method requires different skills and understanding. Without proper competence, we might have a car driver trying to fly a plane, which wouldn't work well.
What Competencies are Needed?
Functional Competencies: These are specific skills needed for tasks like driving a bus or flying a plane. Examples include managing Google Ads, supply chain forecasting, or following nuclear regulations. Matching the right skills to the vision ensures success.
Organizational Competencies: These skills ensure tasks are aligned and executed smoothly. Examples include project management, process improvement, and team facilitation. These help teams work towards a common goal instead of separate interests.
How to Continuously Develop and Enhance Competence
Improve Delegation, Teaching, & Follow-up:
Collaborate on tasks and listen to team members' perspectives and challenges.
Clearly delegate authority to make decisions and express confidence in their abilities.
Follow up by expressing gratitude for the effort given and progress made. Collaborate on new challenges while encouraging problem-solving. Continue to guide them toward success by following up until they develop the competence needed for the task.
Use "I intend to" language from "Turn the Ship Around" to promote problem-solving and cognitive engagement. If you want problem solvers who will run your business, create them by putting them into positions that encourage problem-solving.
Organic and Formal Development:
Encourage a pro-social and explorer mindset for organic development. Pro-social thinkers prioritize the good of the whole over individual benefits. Explorers are adept at learning new habits and unlearning limiting habits.
Implement formal internal or external programs to fill skill gaps. External programs can be a great way to overcome the "not invented here" bias.
When building competence is a core mission for key leaders, they create the expertise needed to unlock higher potential. Increased competence is crucial for creating organizations that thrive without constant oversight.
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