.how to be a better leader and communicate your vision

Today, I have no mental, nor physical energy to scribe my existential dwellings nor analyse latest technological opportunities and risks. I didn't sleep much for the last couple of days, so I'm not feeling creative at all. But I haven't published any #hankka episode for the last 4 weeks, so even such short, still inspiring (in my opinion) post will help me get back on track (and remind you about me ??).

Hence, I'm serving you a quick recap of what I've recently read while on a plane. The 11 Laws of Showrunning is a brilliant guide from a perspective of a leading show business projects as a successful show-runner. The role titles may be different, but the laws of leadership, communication and delegation are universal. This is a timeless manual for anyone who wants to be a better leader and manage their role, not only in creative industries. TV, in the end, is a business, like any other. Most of it you already know/heard, but sometimes you need to hear/read the most obvious truths over and over again, to have it land hard when the time is right. And, oftentimes, this helps you orient yourself again when you are off the course. I would paste 90% of the whole article as I find its advice neatly laid down and concise, but I guess the author wouldn't be happy, so here are my favourite parts and my comments:

Make a decision and stick to it.

Rarely, a decision is irreversible . Usually it's a type one decision - reversible one. Your job is to make a decision and stick to it long enough to test if things are going as you wish them to.

Give credit.

We're easy to criticise people and point their shortcomings, but we rarely take time to show appreciation. Whenever you feel someone did a great job or contributed to your project - tell them.

Clear objectives

The worst meetings I've been to were the ones where there was no clear plan of action and tasks delegation. Don't let your team guess what you want them to do - tell them. End meetings with clear action items, responsibilities, and deadlines. Every meeting should have a clear purpose and desired outcome.

Nice doesn't mean weak

I consider myself a nice person to deal with (but aren't we all?), but gone are the days where I've been trying to avoid uncomfortable talk, therefore landing in a "meh" territory. It's about being respected and effective, not just liked. Being a nice leader doesn't mean you can't be assertive or demanding when necessary. Effective leaders balance kindness with firmness.

In fact, being clear about expectations and consequences is often the kindest approach, and holding people accountable shows you respect them and take time to help them grow.

Addressing issues head-on is often less painful than letting problems grow. So you can be both - nice but demanding excellence and having tough conversations.

How to gain strategic advocates for your idea among your bosses

Don't jump with your idea straight into the top management, because people along the chain will feel you went behind their back / didn't care about their opinion. Start by bouncing it off your colleagues or your direct supervisor, as this will help you build support before taking it up the chain. As you gather feedback, you'll likely spot potential hurdles and can tweak your proposal accordingly. By the time you present to the big bosses, you'll have a well-vetted idea and a group of supporters behind you, making it much more likely they'll take you seriously.

Don't come with a problem, offer a solution.

Always encourage open debate and let people play devil's advocate if they want to, but once a decision is made, everyone should fully commit to it. Those who just complain for the sake of complaining but don't offer a solution can ruin motivation of the group.

"You break it, you bought it" approach is incredibly effective, pushing your team to back up their objections with concrete ideas. It not only cuts through unproductive negativity but also sparks innovative thinking. Always address such issues early and directly, whether it's someone dominating meetings or making inappropriate comments.

Ps. Read the whole thing. K