Product Leaders: Here Are 5 Situations That Require Adapting Your Leadership Style
Being a good product leader does not mean that you should respond the same way to every situation you encounter. In fact, the sign of a great leader is knowing when to adapt your approach to maximize your team’s long-term development.
Your role often involves engaging in effective one-on-one coaching sessions, where you provide valuable feedback, challenge creative and critical thinking, and nurture growth. It can be tempting to think that these are the tactics you should use in every scenario. However, there are critical moments when it’s more effective to adjust your leadership style to address specific challenges effectively.
The graphic below helps illustrate this point. Moving from left to right, the activities transition from telling to asking and correspond to no or low development to long-term development. In other words, the more we tell people what to do, the less we’re helping them develop.
But this does not mean that you should only ever operate on the right-hand side of this image. Yes, as a leader you do want to encourage long-term development on your team, but you also need to be aware that there are some situations when you need to put their development on the backburner and be more directive in your communication. Let’s look at a few scenarios that require this type of adjustment.
Situation 1: When goals are consistently unmet
When your team struggles to meet goals consistently, it's crucial to reassess and possibly shift your leadership approach. Moving from a coaching role to a more directive one might be necessary. In such cases, offering specific advice, making suggestions, or even job shadowing your direct reports can help them navigate through obstacles and find solutions.
Situation 2: When commitments go unfulfilled
Similarly, when a member of your team regularly makes commitments and does not fulfill them, stepping in more directly can prevent small issues from becoming larger problems. This might involve creating presentations with them, running sprint planning meetings alongside them, and working through problems together. While this hands-on approach isn't ideal for the long term as it can limit development, it can be necessary in the short term to ensure immediate issues are addressed.
Situation 3: During high-stakes situations
In high-stakes situations where the outcome significantly impacts the team or organization, adopting a more directive approach can be beneficial. This ensures that your team members complete crucial tasks correctly and on time, which provides stability and clear direction during critical periods.
Situation 4: When you’re experiencing team morale and engagement issues
If team morale is low or engagement is waning, a more involved leadership style can help you to identify the root causes and address them promptly. This might mean being more present in day-to-day activities and providing additional support to re-engage and motivate your team.
Situation 5: When you’re adding new team members or restructuring
When you’re integrating new team members or undergoing restructuring, a more hands-on approach can help smooth the transition. This ensures that everyone is aligned with the new processes and understands their roles and responsibilities, fostering a cohesive and productive team environment.
A useful analogy: Zone coverage vs. man coverage
We can find a useful analogy within the world of soccer. (A quick note here: Because I’ve asked my American editor, Melissa, to review the language in this post, we decided to go with the American word, “soccer,” but I have to acknowledge that it hurts my German heart a little not to use the word “football” here.)
Within the world of soccer coaching, there’s a distinction between “zone coverage” and “man coverage.” Sometimes, just as in soccer where you need to closely mark a player, in leadership, you need to be right next to your team members, guiding them closely, AKA “man coverage.”
Other times, providing space and allowing your team members to cover their responsibilities more independently is more effective, AKA “zone coverage.” (One additional language note here: While “man coverage” is the traditional expression, in the interest of being more inclusive, “person coverage” is also an acceptable alternative.)
Communicating the change
When you find yourself in a situation when you need to shift from one leadership style to another, it's essential to clearly discuss with your direct reports why this is happening.
Explain that this shift is a temporary measure to address specific challenges and that you are eager to return to "zone coverage" once they are back in the game. This transparency helps maintain trust and ensures everyone understands the rationale behind the temporary change.
Here are a few tips to help you navigate switching back and forth between zone coverage and man/person coverage:
When you need to take more of a man/person coverage approach
Offer clear, actionable advice and instructions.
Ensure everyone understands their roles and responsibilities during this period.
Define short-term goals and milestones.
Take a closer look at all team rituals and how well they are structured and run. Ensure rituals are effective and contribute to team cohesion and productivity.
Adapt the rhythm for team rituals based on the team's needs and the challenges being faced. For example, you may need to increase the frequency of check-ins with your team members.
Work alongside team members on key tasks, such as creating presentations, running meetings, and troubleshooting issues together. Provide real-time feedback and support.
When you need to take more of a zone coverage approach
Set criteria for when you will transition back to "zone coverage."
Communicate your plan to gradually reduce direct involvement as the team stabilizes.
Spend more time asking questions and listening rather than talking.
Encourage your team members to talk through different options and make their own decisions about how to move forward.
Final thoughts
In summary, while the goal is always to develop our teams through coaching and feedback, there are moments when stepping in more directly is necessary to address immediate issues. The key is to recognize when to make this shift and ensure it is a temporary measure, always aiming to return to a developmental leadership style that promotes long-term growth.