From Peer to Leader: A COO's Journey in Adaptive Management
Over my 11 years at MBA, I've come to realise that leadership style is not static—it evolves with experience and directly influences employee performance, but it’s all a learning curve.
When I first stepped into the role of COO, I was in unfamiliar territory. I was no longer managing managers; I was now leading a team of people that were once my peers which can be difficult to navigate.
Recognising the unique challenges of this situation, I knew I needed to shift my thinking and management style. Initially, I leaned heavily on a two-way engagement approach. My goal was to further build trust and credibility with my former peers, mutually agree on expectations, and offer support as we all adjusted to the new dynamic. This strategy provided a solid foundation and helped ease the transition. We established clear lines of communication, set shared goals, and I made sure I was available for guidance whenever needed. However, as time went on, I began to notice this approach sometimes stifled creativity and initiative.
As I settled into my role and grew as a leader, I found my approach evolving. I began to shift away from a strictly metric and objective-focused mindset. Instead, I positioned myself as an instigator for creative problem-solving within the team. Rather than providing ready-made answers, I started offering guidelines that would set my team members on the right track. This approach was designed to spark their own critical thinking and innovation. I wanted them to develop the skills to navigate complex challenges independently, rather than relying solely on my direction.
My intent became clear: to develop my people and draw out their full potential. In the fast-paced world of recruitment, I realised we didn't just need operators who could follow a set process. We needed individuals who could see beyond the immediate task at hand – people who could anticipate market trends, understand client needs on a deeper level, and innovate our services. This shift required patience and trust on my part. I had to resist the urge to jump in with solutions and instead allow my team the space to explore, occasionally stumble, and ultimately grow. It wasn't always easy, but I saw it as an investment in our collective future.
The results of this shift? A more skilled and motivated workforce.
Most recently, I've also come to appreciate that one of the most fundamental aspects of effective leadership is treating people as individuals. Each member of my team brings their unique strengths, experiences, and perspectives to the table, and it's my responsibility to acknowledge and respect these differences. I've learned to adapt my management style to suit each person in my reporting line. Some team members thrive with more frequent check-ins and guidance, while others prefer more autonomy. Some respond well to direct feedback, while others need a more nurtured approach. By tailoring my interactions to each individual, I've found that I can better support their growth and maximise their potential. This individualised approach extends beyond just management style. It involves understanding each person's career aspirations, personal challenges, and preferred ways of working. It means recognising that what motivates one team member might not work for another. This approach requires more effort and flexibility on my part. In practice, this might look like scheduling one-on-one meetings at different frequencies for different team members, or providing feedback in varying formats. It could mean offering flexible working arrangements to accommodate personal circumstances or tailoring development opportunities to align with individual career goals.
The results are worth it! A more positive and supportive workplace culture and a team of engaged, motivated individuals invested in themselves and the company’s success.
Throughout my time, I have recognised that reflection is so important:
- It allows you to adapt to changing team dynamics
- It helps identify areas for personal growth
- It directly impacts employee satisfaction and performance
This journey of self-discovery led me to understand that true leadership isn't about managing tasks or processes—it's about leading people, and that requires a high degree of emotional intelligence.
I encourage all leaders to regularly reflect on their style. Are you bringing out the best in your team? Are there new approaches you could incorporate?
Remember, great leadership is a journey, not a destination.
