Part 5: From Results to People
Consciously Leading a Deal
A seven-figure transaction lands on your desk; usual list of agreements, usual deal team on the other side, usual, 3-month delivery period. You do what you always do in these situations – plug and play. After all, there’s no reason to change, right?
The results focussed leader
You are a high-performing, high-achieving leader who can deliver deals like this with your eyes shut. You forward the term sheet to your trusted most senior team member with the immortal words “Pls open new file. LMK if we need to spk” and the job is as good as done. You are leading high-performance by:
· Using tried and tested team structures, roles and communication to create efficient and effective workflows;
· Ensuring you surround yourself with a trusted team of executers who will escalate issues proactively; and
· Being accountable for what is delivered.
When it comes to ensuring that the project achieves successful delivery, the results focussed leader does the following:
1. Ensures team members provide regular reports of status and milestones achieved;
2. Focuses on cutting through bottlenecks and obstacles as they arise by rolling up their sleeves and getting stuck in; and
3. Relies largely on binary communication with team members – what, when, where and how.
This command-and-control style of leadership works well in achieving streamlined processes with maximised results. It works beautifully when deals are standard, largely predictable and the subject of evolved precedent. But what about deals in uncertain, challenging and disruptive times, when change is the only constant?
The conscious leader
Results focussed leaders run deals best when outcomes are predictable. If we want to create high-performing teams who can navigate the challenges and uncertainties of modern-day disruption, we must lead deals more consciously. We must create a collaborative culture of trust and inclusion.
When leading a deal collaboratively, the conscious leader does this:
1. Works closely with team members on an individual basis to coach them in working through challenges, conflicts and problems to support them in generating their own ideas, options and solutions.
2. Stays at balcony level to anticipate and proactively assist with hurdles from a strategic rather than operational perspective, maintaining a position of proactive accountability.
3. Creates multi-directional communication, empowering team members to step out of routine silos and trouble-shoot issues through conversations, open discussions and information sharing.
The conscious leader is the leader who coaches. By taking a step back and elevating perspective from operational stance – deliver in the now - to strategic vision – deliver for the future – the leader holds a space for team members to think and decide for themselves. Team members are encouraged to be resourceful in overcoming issues by thinking for themselves, finding support in others and reaching beyond what they think to be possible.
When we create the optimum environment for collaboration, we enable our teams to lead themselves to unprecedented levels of performance.
If you want to take the courageous leap to being a Conscious Lawyer, reach out to find out more about C-Success Coaching at https://www.kiranscarr.com/coaching.