Idea 12: Controlling

To know how to do it is simple – the difficulty is doing it.

Chinese proverd

Once work has started on a project it is vital that you control and coordinate what is being done, so that everyone's energy is turning wheels and making things happen. The synergy or common energy of the group should be fully deployed in implementing the common plan and producing the desired results.

How do you do that? The secret of controlling is to have a clear idea in your mind of what should be happening, when it should occur, who should be doing it, and how it should be done.

The more effectively you have involved the group in your planning, the more likely it is that they too will have a similar picture of what is required.

Excellent leaders get maximum results with the minimum of resources.

To control others, leaders need to exhibit self-control. Nevertheless, remembering that anger and sadness can be legitimate responses if the circumstances warrant it, and that they are themselves mechanisms for control.

Leaders also need to have good control systems (simple and effective in monitoring both financial and task performance) and to have control of what others should and should not be doing in order to meet objectives. The degree of success in directing, regulating, restraining or encouraging individuals and coordinating or harmonizing team efforts on the task (and in meetings) is the criterion for testing a leader's effectiveness as a ‘controller’.

The idea is that the team or the individual with whom you are dealing should become self-controlling, so they can regulate their own performance against standards or the clock. They'll say things like: ‘We have only got two hours left, so we will have to work harder to get the job done to meet the deadline.’ Your aim as a leader is to intervene as little as possible.