More leadership from Bobb Biehl. By the way, you should be grabbing all his content you can.
Transcript of Video
00:11
what is your natural leadership style
00:15
you might want to underline natural
00:18
because there’s a certain style you have
00:21
of leading today that may not be your
00:23
natural style at all I’d like to help
00:26
you discover what is your natural style
00:28
as compared to maybe what you’re using
00:31
and if you’re using your natural style
00:33
how do you maximize that but there are
00:36
basically only two styles of leading
00:38
that I’ve seen that I would distinguish
00:40
for you and all the leaders I’ve worked
00:43
with you get two basic styles and the
00:46
styles are these you’ve basically got a
00:50
surgeon style over here and a coaching
00:56
style over here and you may think well I
01:05
think I’m somewhere in between those as
01:07
I begin describing what they are or how
01:09
they work
01:09
you may think I’m sort of in-between I
01:12
say no you’re not you can operate in
01:14
between you may be forced or it may be
01:17
appropriate for you to operate in
01:18
between or you may be operating in
01:21
between because of someone you’ve
01:23
watched or modeled after but you are one
01:26
of the other I’ll help you see what you
01:28
are and how to maximize it
01:31
neither of these styles are good or bad
01:33
right or wrong they’re both we’ve had
01:36
you can have presidents of your nation
01:38
and either either side but they’re very
01:42
very different I’m not trying to teach
01:45
you to be one or the other
01:46
what I’m trying to do is help you
01:48
understand what you are and how to
01:50
maximize that and what some of the if
01:52
you will some of it may be the downsides
01:55
of your what you have to be aware of in
01:57
your style and sort of how to understand
02:01
the style of those that you report to if
02:03
any and those on your staff if you
02:05
report to it or your colleagues it just
02:08
helps you have eyes to see the important
02:12
role leadership style plays and how
02:15
effectively you can do
02:16
with a group of people by the way you
02:19
have experienced probably by this age
02:21
where you’ve got a pastor with a
02:24
leadership style when he leaves in comes
02:29
a second pastor with a totally different
02:31
leadership style and the whole staff is
02:33
gone or it’s like the whole the whole
02:36
it’s it’s a shock to the congregation
02:38
how this new person leads because it’s
02:40
totally different in an organization at
02:44
church at corporation let me let me
02:48
explain what a what each of these how
02:51
they each operate a surgeon style leads
02:57
by doing this person leads by doing now
03:05
there was a surgeon leads in your life
03:08
by operating on you there are team
03:12
builders they’re both team builders both
03:15
a surgeon and the coach or team builders
03:17
but they build teams very very
03:19
differently the surgeon builds a team
03:22
around his or her strengths there is the
03:26
surgeon is there they’re the star player
03:29
that of the situation and they build a
03:31
surgical nurse an anesthesiologist etc
03:34
they build a team around their strength
03:40
whereas the coach never puts on the
03:44
helmet or the cleats or the are they
03:47
uniform simply stands on the sidelines
03:50
and make sure every net one else is
03:53
doing what they’re supposed to do they
03:55
lead by directing
04:03
totally different now the surgeon is
04:06
like a plane coach sometimes in football
04:10
you have if you’re familiar football
04:13
sometimes you have a or a basketball
04:17
even sometimes you if you’re short a
04:19
coach and you get a good player the
04:22
coach will actually play in the game
04:24
they’ll actually play a part in the game
04:27
that play a position and they’re the
04:31
coach at the same time it’s like a plane
04:33
coach they’ll build a team around their
04:36
unique strengths now let me show you
04:40
this if you give a surgeon style leader
04:44
a team of corporate vice presidents they
04:52
tend to see them as personal assistants
04:56
it’s like how do you operate around my
04:59
strength and so they will see all of
05:03
these people as sort of personal
05:06
assistants rather than the coaching
05:15
style who see if you if you give them
05:18
five personal assistants they will see
05:21
them as vice president so to speak
05:32
but talking about the surgeon right now
05:35
for a minute there is a keyword if you
05:39
are a surgeon style leader there is a
05:45
certain word you really need to
05:47
understand about yourself if you’re
05:49
reporting to a surgeon style leader you
05:51
really need to understand this one word
05:53
and that word is trust a surgeon style
06:01
leader divides their entire staff and
06:05
the people I trust I don’t trust and I
06:07
don’t know yet and they draw a line and
06:11
that line is anyone below the trust line
06:15
meaning I trust them they abdicate what
06:24
I mean by abdicate is that I had one
06:27
client who saw people reporting directly
06:32
to them but they only had reporting
06:34
about once a year they didn’t have
06:36
regular meetings that unit mean another
06:40
name bill bright the founder of Campus
06:42
Crusade for Christ and now name is Kru
06:45
and he had a person reporting to him you
06:48
may know the name know the name Josh
06:50
McDowell
06:51
well Josh reported directly to Bill
06:53
bright but here’s the way it would go at
06:56
the annual conference he said Josh you
06:58
remember you report directly to me right
06:59
yeah I do bill great see you next year
07:03
Dennis Rainey head of the family
07:05
ministry you report directly to me you
07:07
know that dentist yep see you next year
07:10
you know it’s like that was all the
07:12
reporting they did they he had basically
07:14
abdicated them because he trusted them
07:16
totally he simply gave it to them and
07:20
said see you next year you may say how
07:23
irresponsible I say part of the genius
07:27
of the movement is he chose people he
07:30
trusted and let him do it and if the
07:31
whole thing grew now that’s not the only
07:33
reason but it’s like there’s a certain
07:36
sense in which he let them develop their
07:38
own organizations all of it’s still
07:43
reported to crew and pay the fee to crew
07:45
I see it was that wrong I don’t think so
07:48
it was a stylistic judgment call with
07:53
people he trusted now some of you feel
07:58
very micro managed am i incorrect how
08:07
many in here feel like at some point in
08:09
their life they’ve been micromanaged
08:13
you know micromanagement is you’ve never
08:17
been micromanaged wow that’s amazing
08:22
micromanagement is when someone tells
08:24
you exactly what to do everything
08:25
everything to do and then they give you
08:27
something doing then they tell you how
08:28
to do it here’s what I want you do well
08:30
here’s how to do micromanage now now
08:32
that you understand sort of what it is
08:34
how many have been micromanaged is it
08:36
only three or four okay a little bit
08:39
more anyone that you’re reporting to
08:42
where you’re not trusted there there’s
08:45
no trust up here you’re too new or they
08:48
don’t trust you they will this person
08:50
will micromanage you period this person
08:54
won’t tend to micromanage you at all
08:56
this person will always micromanage you
08:59
until they trust you but there’s a
09:03
there’s a certain phase in which it’ll
09:06
drive you crazy and that is the if the
09:10
surgeon style leader doesn’t know
09:12
whether they trust you or not right
09:14
there they’ll abdicate it to you and
09:18
three days later will micromanage you
09:20
and it drives you crazy you don’t know
09:22
whether they’re it’s yours or not
09:23
because they said it was yours but then
09:25
they’re telling you how to do it that is
09:28
what really drives people crazy right
09:30
there now the the surgeon style has
09:37
meetings as needed see you next year
09:42
once I think it’s time to have a meeting
09:44
they have meetings as needed and the
09:48
assumption that the surgeon style leader
09:50
makes is I’m strong enough that I can
09:54
cover any mistakes the team makes
09:58
therefore frankly I can hire weaker
10:03
people then this person would hire this
10:07
person actually hires stronger people
10:11
this person thinks I’m strong enough
10:14
that if if they don’t know quite what to
10:16
do I’ll take over and get it done now
10:20
let’s talk about the coaching style the
10:22
coaching style is the sidelines coach
10:30
not the playing coach they stand on the
10:32
sidelines and make sure that the team
10:35
has got what they need the uniforms the
10:37
plays etc they build the on-field team
10:43
not around their strengths but they
10:45
build the on team field
10:47
on-field team they basically their focus
10:51
is delegation not abdication or
10:54
micromanagement their focus is
10:57
delegating properly balancing expertise
11:01
and freedom in other words they
11:03
basically take people get them their
11:06
expertise right in here they get the
11:08
expert in each of these areas and give
11:10
them freedom to do what they’re going to
11:12
do however they have regular meetings to
11:16
make sure it’s happening but it isn’t
11:18
micromanaging it’s simply reporting in
11:20
how’s it going what do you need from me
11:23
it’s a regular reporting process more
11:26
and then but this person needs an all
11:31
green team this person you have some
11:34
greens the surgeon has some greens some
11:37
were yellow some Reds that they if they
11:38
have to this person needs an all green
11:41
team because they’re not going to put on
11:44
the helmet and come play theirs if they
11:48
don’t have the best strongest team on
11:50
the field they know they’re not going to
11:52
win the game so they need an all green
11:57
team because I’m not coming on the field
11:59
of play now you may think well who would
12:06
these people rather report to would they
12:08
rather report to
12:09
a coaching style leader or a surgeon
12:12
style leader the coaching style says all
12:16
right
12:16
basically I’ll give it to you but if you
12:19
don’t do it right I’ll fire you or I’ll
12:22
yell at you and then fire you it’s
12:25
basically the thing here it’s like it’s
12:28
your job you get it done or I’ll yell at
12:30
you and then I’ll fire you or I’ll fire
12:33
you you’re not yellow I’ll fire you
12:36
this person is their approach is more
12:40
you take it and if you can’t handle it
12:43
I’ll take over until we’re at a place
12:45
where you can handle it again then I
12:46
give it back to you now you can function
12:56
in either style everyone room can
12:59
function either style but you don’t have
13:03
a preference for either style because
13:06
what you do is you to see which style
13:09
you really prefer you look actually at
13:13
your backup style you look at what do
13:16
you do under extreme pressure let me
13:20
show you what each of these do under
13:21
extreme pressure now I’d quickly point
13:24
out if there is not extreme pressure if
13:27
there’s just pressure both sides will
13:30
try to coach the team there’s this
13:34
person will coach the team before they
13:37
really before it gets really extreme
13:40
pressure and this person will coach the
13:42
team meaning they’ll try to teach the
13:45
team how to play it better etc like if
13:47
you’re in the second quarter of the game
13:49
at four quarters and you’re a little bit
13:53
behind this head coach will call you up
13:55
and say hey defensive coach you know you
13:57
really need to do it this way or
13:59
something like that but in the in the
14:00
end of the game when it’s the Super Bowl
14:04
or it’s the World Cup or it’s that
14:06
whatever it is and it’s the last minute
14:08
or two and that’s going to decide the
14:11
World Cup or the Super Bowl under
14:14
extreme pressure you’ve got a hundred
14:15
thousand fans cheering or during or
14:18
booing and you got the ring and you got
14:20
the cup and you got bonuses and you got
14:23
everything on the line it’s a tie game
14:26
and you’re down to the last two minutes
14:30
these styles operate very differently
14:34
basically if the defensive unit is
14:37
caving in the defensive unit isn’t
14:39
working and this person is leading the
14:44
defensive coordinator this is the head
14:46
coach it doesn’t get coaching it doesn’t
14:51
get teaching it doesn’t get pretty the
14:54
head coach comes to the defensive coach
14:56
and says Wow coach I’m taking over
14:58
hey Smith get in there it’s like he just
15:00
takes over in the last two minutes how’s
15:03
that wrong no it’s just that’s the style
15:05
and you know if it’s you whether you
15:09
take over or not but if you’re the
15:13
coaching style you don’t take over
15:16
you don’t take over the defense what you
15:18
do is download the D fund that download
15:20
the pressure you say look Smith if you
15:22
can’t get your job to get this defense
15:24
stopped if you can’t stop you haven’t
15:25
got a job next year is that clear now
15:27
get that defense stuff you’re hired you
15:29
stop them not me now get them stop are
15:32
you’re fired
15:33
let’s get them stopped it’s like okay
15:38
you know but I’m saying the the one
15:42
takes over and the other one downloads
15:44
the pressure now neither one of those is
15:48
pretty but which do you do if it gets
15:52
under extreme pressure which do you do
15:54
that decides which of these is your
15:58
preferred style I say as I said earlier
16:02
you may be a coaching style forced to
16:05
operate this way based on something or
16:07
you may be a surgeon style forced to
16:09
operate this way in your environment or
16:11
based on the modeling you’ve seen or
16:14
whatever but which is your natural style
16:17
which do you do under extreme pressure
16:19
that’s your natural style now how do you
16:23
get comfortable saying all right you
16:28
know what I’ve been trying to be you
16:30
know play it like my dad played it or my
16:32
uncle played it or the first pastor I
16:34
had played it
16:36
enough of that I’m gonna leave the team
16:38
the way lead teams if you’re over here
16:41
you say you know what I’m gonna meet
16:44
with these people once a week because
16:45
they need it and I’m not gonna ask these
16:47
people to come to meetings anymore for a
16:49
while I’m gonna micromanage these people
16:52
without being accused if people accuse
16:55
me of being a micromanager so be it I do
16:57
micromanage sorry these people I’m going
17:01
to tell them I don’t know yet whether
17:02
you’re the right person for the job or
17:04
not
17:05
by the way let me stop right here and
17:07
give you a word that’s a magic word and
17:12
that it doesn’t sound like a magic word
17:13
but it is it’s the word fit right here
17:20
is the almost the word of the decade for
17:24
me what I mean by that is this whenever
17:28
you’re interviewing someone for a
17:30
position you don’t want to say am i
17:32
trying to hire this person you’re trying
17:33
to say what I’m trying to figure out is
17:35
this a good fit is this a good fit for
17:38
you he’s a good fit for us is it it is
17:41
is it fit because if you don’t fit here
17:43
we want to have you move your family
17:45
across the county clear across the
17:47
continent to work here only to find out
17:49
it isn’t a good fit when you go to fire
17:52
someone you say you know you’re an
17:55
amazing person you got tremendous
17:56
strengths but you know what it isn’t a
17:59
good fit for you here and I don’t want
18:02
to keep you in a position where it isn’t
18:03
a good fit that word fit helps in so
18:06
many areas you don’t want to lose track
18:08
of that because what you’re trying to do
18:10
is make sure that it’s a good fit for
18:11
every person on your team but you
18:17
basically say I’m trying to figure out
18:19
whether you’re the right fit right now
18:21
and I don’t know whether you know to
18:24
basically abdicate it to you or
18:25
micromanage you but right now you’re
18:28
gonna have to put up a little
18:29
micromanaging because I don’t know yet
18:31
over here you say you know what I’ve
18:35
been trying to do it this way trying to
18:37
take over if they fumble the ball or
18:40
whatever right now I’m going to start
18:42
moving to my natural style which is
18:44
finding the best person every position
18:46
leave a position empty
18:49
if I have to because better no one than
18:52
the wrong line this tends to say better
18:55
anyone then no one because better anyone
19:00
as long as they’re sort of qualified I
19:02
can fill in what they need this one
19:05
tends to say better no one than the
19:07
wrong one I say if this is you but you
19:13
get to where you’re comfortable saying
19:15
look I’m not gonna play the game now let
19:19
me say let me point this out in a small
19:21
church a small organization we’re just
19:23
getting started in a startup phase you
19:25
almost have to do it this way because
19:29
you don’t have people to put on the team
19:31
you have to sort of fill in and make do
19:33
and sort of run it there was if you’re
19:36
here by nature you can come over here
19:38
and just run it half yourself and all
19:40
that kind of stuff Phil you know for a
19:43
while to get it up and going but if this
19:47
is you starting today move toward you’ve
19:51
got these positions defined you get the
19:54
best person you can possibly get in here
19:57
you have your regular meetings you relax
19:59
with the fact that you’re not going to
20:01
suit up but you’re there to make sure
20:03
everyone else has the right suit the
20:07
great equipment the right plays they
20:10
understand it’s like the team is doing
20:12
what they’re supposed to do even though
20:14
you don’t do anything
20:24
you