Academic journal article Journal of Applied Management and Entrepreneurship

Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results

Academic journal article Journal of Applied Management and Entrepreneurship

Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results

Article excerpt

Victor Prince and Mike Figliuolo Lead Inside the Box: How Smart Leaders Guide their Teams to Exceptional Results Victor Prince and Mike Figliuolo, Career Press, 2015, $16.99 (softcover), 285 pages

While every employee is different, many leaders use a one-size-fits-all approach to leading. Aside from failing to maximize each employee's potential, this approach leads to ineffective and inefficient management of teams, and higher stress levels for the leaders.

Lead Inside the Box: How Smart Leaders Guide their Teams to Exceptional Results provides the leader with a "Leadership Matrix" designed to provide a means of achieving true behavior change and efficient and effective leadership by focusing on distinct team member behavior profiles. The foundation of this matrix is a deep practice-oriented understanding of behaviors of both leadership and followership that the authors garnered over a number of years in leadership consulting. The tool allows the leader to tailor his or her style to each individual on the team.

The "Leadership Matrix" identifies and expounds four distinct team member profiles by describing input: leadership capital invested (low or high); and output: team member results (low or high). Those team members who are high input/low output are described as "Detractors." Low input/low output members are termed "Passengers," because they "are just along for the ride." Low input/ high output performers are called "Exemplars" as they are huge drivers of performance but do not demand a lot of the leader's leadership capital. Finally, high input/high output teammates are referred to as "High-Cost Producers," as they require a lot of attention from the leader yet also produce results. Within each of the quadrants are subtypes categorized by variables such as career aspirations, root cause of performance issues, kinds of costs, and kinds of output they produce. Each of these subtypes portends behaviors that can be matched with varying levels of capital investment from the leader.

The authors next give the leader directions on how to manage each subtype by identifying the correct type and amount of leadership capital to invest. For instance, unlocking motivation or filling skill gaps for Detractors; engaging or refocusing Passengers; working on internal promotion or nurturing in place Exemplars; and weaning or reducing friction for High-Cost Producers. …

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