Look for last line of defence, not the weakest link

Look for last line of defence, not the weakest link

As teams grow, leaders have to be on the look out for areas that could require more support. After all, the needs of the team changes based on the mix of team members, external environment and pressures around the job. I have always not been comfortable with the notion of the "weakest link" - the method of monitoring performance to identify weak spots in the team so that they can be replaced with higher achieving performers.

It was in having to communicate that this framework in this article, that I finally been able to express why.

Using the analogy of team sports, there is the notion of area defence vs man-on-man (or woman-on-woman defence, depending on your team's setup). Both are required tactics depending on the competing team and the level of play and coordination of the team that day. It has its pros and cons, but the area defense strategy has the benefit of being less draining on the individual players. The clincher is the effectiveness of area defense lies in the cohesiveness of the team, how well they play under pressure together and how much trust they have for each other especially when it comes to their own blind spots.

As with in sports, as in the office, not one tactic can be the only one you always employ.

Identifying weak links require quick fire methods, single focus and are suitable for select scenarios requiring an initial brake

Identifying weak links tends to be easier to execute on onset because they are quick fire methods using a single focus - identify the criteria for weak links and comb the team to identify weak links based on that criteria. In fact, in taking over teams or segments that require an initial brake, identify weak links is one way to stem the initial leaks.

This requires scanning the teams with the sole focus of identifying weak links to weed them out, so this can be faster and more straightforward to execute. Identify the weak link or links, remove and replace, in theory to raise the average performance level of the team at that point of time.

Yet Abraham Maslow wrote in 1966, "If the only tool you have is a hammer, it is tempting to treat everything as if it were a nail."

For long term management of effective and motivated teams, the cognitive bias to use that one familiar tool might work against you. When the focus is on identifying the weak link, everyone is on their guard. While the objective drives to a single focus, what ends up is an extended scope of attention in all parts of the team. What is measured as the weakest link against a benchmark isn't always easily identified, and attention has to be spread out to all parts of the team, comparing, measuring accurately spot weak links to see what may surface. To some extent, the focus over time will move from "how to empower and build my team up?" to "who or where are not performing?".

To flip it the other way, what enables the team to build each other up from within, as well as through the leadership requires a different tactical play.

Enter: what I term the "last line of defence" strategy.

Identifying your "last line of defense" requires teamwork so you know where best to provide resources to. The last line of defence is literally where if issues are allowed to break through, will result in significant damage to the project. It allows the team to focus on the bigger collective goal, but also where to first render support should crisis happen.

Here is the key component to take the "last line of defence" strategy to the next level.

Trust and teamwork. While this sounds cliche, let's break it down to how it actually works. Through team work, the rest of the team is aware and ready to do their own end of defense support to certain issues or attacks, when it first reaches their area. When that happens, they know that what they do contribute to preventing the last line of defense from bring breached. If they have to take their eye off certain projects to do so, other team members then coordinate stand in or cover certain portions. All for the purpose of preventing issues from reaching the 'last line of defence'.

When and if the inevitable happens where the last line of defense is required to deal with existing issues, all other members are ready to chip in necessary support. There is little ambiguity on who and where needs support, which is essential in times of crisis management or crunch time.

This is why it matters. We can't avoid the crunch time - it is not "if it happens" but "when it happens". How we protect our areas of vulnerability and exposure and the leadership direction, has direct implications to how the team will fare in the long run. This requires internal communication within the team as well to collectively identify what areas are their "last line of defence". And it definitely requires a keen eye on how team strategies and direction can affect mindset.

A leader understands that strategies are malleable to the conditions and must not be wielded blindly. I personally prefer the second strategy for an ongoing basis, and for the additional leverage that effective teamwork and communication will provide to the effectiveness of this strategy.

Which team are you on? Team "weakest link" or team "last line of defence"?

*

Welcome to my journey and the stories I have lined up for you. And if that transforms your office, the people, your business just a little bit, I am grateful. Welcome to Undiluted.

#toughconversations #changemanagement #strategyexecution #leadership #selfleadership #keepingitreal

*

Thank you for reading my newsletter. If this is resonates with you, please subscribe and share the newsletter. I would love to hear if you have any topics around change management, leadership challenges or tough conversations that you want covered - please leave a comment if you do. In particular, tough (including taboo) and human conversations in the modern day-to-day of fintech payments, entrepreneurship, leadership programs, female leaders and femtech, is my passion.

For further areas for consulting around strategy and change management, fintech marketing and communications, or potential collaborations in the above topics, please send me a message with the information so we can discuss more. Thank you!