The Pacesetting Leadership Style

“If you can’t do it right, i'll do it myself"

The primary objective of the pace setting style is accomplishing tasks to a high standard. The pacesetting style is about putting things right quickly. It is based on the realization that team members are not delivering: they don't know what to do. they don't know how to do it, and the people or outcomes that depend upon them are suffering as a result. lt is about stepping in yourself, to demonstrate how things need to be done.

But it is a quick fix. If the team lacks vision or capability, pace setting will not help team members to deliver high standards in the long term.

The pace setting style in action

When using this style a manager:

• leads by example or “modeling” and expects others to know the rationale behind what is being modeled or the strategy being followed
• has high standards and little sympathy for poor performance
• tends to Work individually -- rather than as the leader of the team
• is apprehensive about delegating -~ delegates demanding tasks only to outstanding performers in the team
• gives detailed task instruction when team members experience; difficulties
• takes responsibility for tasks away from team members if high performance is not forthcoming.

The pace setting style is most effective:

• with team members who are also “pace setters" - able to perform independently to a high standard ‘
• when the manager needs to help out with the work of the team, because of resource or time constraints
• with poor performers who are not showing signs of improvement

The pace setting style is least effective:

• when team members want feedback, access to their manager and development to improve their performance
• when direction for the team is unclear and team members are not convinced
• when the manager cannot do all their own work personally -- for example during periods of growth

lf you feel the situation needs you to be more pace setting:

• Maintain your professional and technical expertise
  • To be an effective pacesetter, you must be credible as an expert in whatever you do.
• Teach by example
  • Model the behavior you want to see in your team. If you are looking for long hours then you need to arrive first in the morning and leave last at night. lf you want your team members to take a particular approach, tell them - or better still, demonstrate.
• Insist on excellence
  • Try to find work for people in which they will excel. lf a person can’t be successful in a particular assignment, change it.
• Delegate low-to-moderate risk tasks
  • Delegate tasks that you are fairly certain someone can handle well. If the outcomes are critical, try to have an experienced person involved as backup.
• Emphasize results
  • Let your team members know that they won't get any interference from you as long as they deliver the results that you're looking for. However if they need help, show how willing you are to step in with advice and assistance.
• Focus on the customer
  • Think about your customers - or the people that benefit from your team’s work. Are they really getting what they deserve from your team? Put their needs first.
  • Communicate their needs to your team members.
• Identify areas of team performance that are below standard
  • Spend some time giving explicit direction on - or demonstrating - how to make improvements.

If you feel the situation needs you to be less pace setting:

• ls this just a habit?
  • Are you in the habit of using the pace setting style?
  • Is it part of the culture of your organization?
  • Do team members rely on being managed in this way?
  • What other managerial style or styles might raise your team’s performance, while maintaining clarity?
• Did it work in the past?
  • Have you had to step in to sort out low standards?
  • Did the pace setting style work well in that situation?
  • Do you think it will continue to be effective in the long term?
• What might you be missing out on?
  • What are the risks in using the pace setting style?
  • What impact will it have on the climate in your team?
  • What impact will it have on team members’ development in the long term?
• How do you see yourself as a manager?
  • Do you see yourself as the highest performer in the team?
  • Do you believe that team members are likely to get things wrong?
  • Do you feel apprehensive about - or frustrated by -- delegating? Which other approaches might be more fulfilling for you - and for your team?
  • Are your actions clear?
  • When you have stepped in to demonstrate the standard you expect, do you make time afterward for discussion?
  • Ensure that team members understand what you did, how you did it, why you approached it that way, and what outcome you were aiming for.
• Do you trust team members to share your standards?
  • Find someone in the team that you can trust.
  • Practice delegating as much as you can.
  • Now ask for feedback from them.
  • What can you say when you delegate that helps them meet your standards?