Organizations seldom get better unless their leaders get better. Yet every transit leader we interview laments that so many complex demands confront them, they struggle to find the time to develop their leaders.
Leadership consultant and author Dave Jensen (DaveJensenOnLeadership.com) has been studying best practices among transit executives for the last four years. Jensen pointed out in my last column that there are many skills transit leaders could improve, but five make the biggest difference. His research uncovered that the five best practices of highly effective transit executives are:
- Adapt Strategies to Meet Goals
- Cultivate Innovative Growth
- Embrace Ambiguity & Paradox
- Monitor Closely
- Engage Others
Jensen also discovered that the first three of these five competencies not only predict transit leadership effectiveness, but are also among the lowest-scoring competencies. As one transit CEO exclaimed, "You mean these three predict success, but transit executives perform them poorly?" Precisely.
Jensen says that a few focused actions that target these three will deliver the biggest bang for your workforce development efforts at the top.
Adapt Strategies to Meet Goals
The first priority of an effective transit leader is to define and communicate strategy. That's because an effective strategic plan interprets the environment in a way that directs the employees' energy on organizational priorities. Unfortunately, most strategic plans gather dust on the bookshelf. Like an old map in the trunk of a car, a strategic plan that doesn't guide today's actions can't help reach tomorrow's destination. Jensen points out that the most important steps leaders can take to boost this competency are to create, then communicate a strategic plan.
Cultivate Innovative Growth
Innovation is the process of creating value by bringing ideas to fruition. Effective transit executives cultivate a "mind to market mindset" in themselves and throughout their organization. They encourage everyone to contribute ideas that improve their service, as well as the policies, process, and procedures that impact their service. The most successful executives don't reinforce the status quo, they challenge it by embracing the status GO!
Embrace Ambiguity and Paradox
Jensen explained in my last column that a paradox involves two issues that pull in opposite direction at the same time. Examples include:
- Achieve regional goals and focus on a city’s individual objectives
- Concentrate on today’s objectives and make progress on long-term strategies
- Get your work done and make time to develop others
Transit leaders tend to focus on one issue at the expense of the other. Yet managing the tension between the two issues is the key to accomplishing both. To give proper attention to both sides Jensen recommends that you "invite the loyal opposition to the table." As you make decisions about one issue in a paradox, ask those who favor the other issue to the discussion. Embrace diverse points of view, conflicting opinions, and contradictory ideas. A closed mind is a wonderful thing to lose.
There's never enough time to do everything, only the most important things. Jensen's best practice research predicts that your organization will improve as your transit leaders develop these competencies. Learn more about each of them, as well as the other competencies needed to be an effective leader, in his compelling new book, "The Executive's Paradox – How to Stretch When You're Pulled by Opposing Demands."
