Leaders: Who’s who in your zoo?
Derek Robertson , CEO
(Chartered FCIPD, MCMI, MInstLM, NLP Practitioner and Coach)
Author of The Great Cape Escapade (A Fable about effective meetings)
6 min read
Introduction
Your results as leader come from success in many areas. Understanding the interpersonal dynamics in your teams is an important one.
It’s probably not front and centre in leadership training where skills and models are more obvious and glamourous. It’s nonetheless vital to know what’s went on, and is going on with the people who implement your strategy and tactics.
Let me explain it with two very different examples, one local and small scale and one that had massive even global implications. Then some practical actions.
Leadership and emotional entanglements
Paraphrasing Professor Steve Knott, of the US Army war college, people will put their emotional and interpersonal stuff above the needs of the organisation. That’s why in one of his lectures I remember his call to "know who’s who in the zoo”.
A small village example
I had the privilege of chairing our small-town football team. Arthur, the previous chair, knew I was less of a networker and extrovert. He rightly, encouraged me to not just get to know the committee but to understand the players and the relationships, frictions and entanglements withing the squad. Looking back he was confirming the professor’s thinking. It was sound advice.
A global example
Arguably the pivotal battle in the American civil war (or the war between the states) was Gettysburg 1863. Had the south’s General Lee won, today’s world would be very different for all of us. He didn’t win. One of the reasons was he didn’t know so much about who was who in his zoo. One of General Lee’s direct reports was Jeb Stuart. Of two of Jeb’s direct reports:
- One was previously engaged to Jeb’s now wife
- The other ‘hated’ Jeb and the feeling was mutual
Jeb allocated both these officers to minor, out of the way duties before the battle when their skill sets and their professional cavalrymen would have been better served directly as the eyes and ears of Lee's main army.
Jeb’s decision wasn’t based on what was best for achieving the strategic aim but on his personal shit. He didn’t want these two people sharing in the expected victory.
Lee lost in large part because he didn’t have the intelligence from his professional cavalry. He was blind.
Leadership actions
#1 Two levels
Don’t just know your direct reports but the level below them. And ‘know’ isn’t job titles, remaining holidays and so on, it’s what’s going on with them hopes, fears, interpersonal wranglings. The juicy stuff.
#2 Ask directly
Pick the brains of your direct reports. What’s going on between and among their people. The workplace romances, creative conflicts, personality clashes that are all risks to success in your tactical plans.
#3 Antennae on constant scan
Small talk and gossip are crucial. It’s the seeds of vital intelligence. It’s one way of getting to grips with the machinations in your teams. Never discount it. Instead use as a basis for exploring further.
#4 Never miss a night out
Whether formal or informal they’re great places to pick up on things. People tell you their ‘truth’ after a few drinks.
Your takeaways
- Success comes from your people implementing your strategy effectively
- Knowing ‘who’s who in your zoo’ is a vital to your leadership success
- Know you direct reports and the level below them too.
Final thought
Anthropologically, people can’t help putting their emotional stuff above the needs of the organisation. Accepting this means, you’re compelled to act so that you know what’s going on and take appropriate actions.
Your next action
Check out the following free resources and downloads to help you: