Becoming A Multidisciplinary Leader: Leveraging Experience For Maximum Impact
By Andrea Vargas, CEO
This article originally appeared on Forbes.com for the Forbes Business Council.
Great leaders access multiple skill sets to resolve complex challenges or guide employees to further growth. Identifying the right solution from a leadership position is a skill set in and of itself, one honed with time and varied experiences.
By the time someone has reached a leadership position, they’ve likely cultivated a range of competencies. Employing an approach that leans on multiple facets of a leader’s past opens them up for more effective management in the present.
This idea, that our diverse experiences inform how we can optimize management for unique employees, is the pinnacle of multidisciplinary leadership. Those who embody this style empathize with their team members and consult their array of skills and career history to address individuals with tailor-made support.
Consider the following strategies to foster a more multidisciplinary management style.
Emotional intelligence and mindfulness practices have taken center stage in the workplace in recent years, and for good reason. Empathy is key for coworkers to align on values and a mission. When they do so, they’re better equipped to drive a workplace culture of consistency and long-term loyalty.
Perhaps you’ve supported an employee with a situation in their personal life, a transition on the job or a challenging client or customer. Perhaps you’ve gone through these experiences yourself. Leaders who are able to more quickly embrace and adapt to change are better suited to respond, made better by an ability to help move emotions in the right direction.
A recent study showed that emotionally intelligent managers have happier, more creative employees who see opportunities for growth. A one-size-fits-all or emotionless management style is not enough to develop employees and their careers. The goal of a multidisciplinary manager should be to help employees remove judgment about how they feel, ultimately encouraging them toward constructive action.
Many of us have had moments in our careers where we’d wish a manager or supervisor provided more direction. At the same time, independently overcoming obstacles at any level helps form more confident, self-reliant employees. There’s a balance, but allowing employees the freedom to work within a set of guidelines helps foster a stronger sense of expertise.
As you manage, consider when you can encourage growth through experience, especially for junior or mid-level reports. Employees view work differently, so creating a path for all to build their unique way of executing is essential.
Guardrails and direction are necessary, but remember to allow employees to navigate solutions on their own. Adopt an understanding of your role that sees you support them through a task rather than doing it for them.
Multidisciplinary leaders recognize that one approach doesn’t work for all employees or situations. They understand and balance multiple ideas and management styles to motivate employees toward common goals.
Bringing together various perspectives requires leaders to meet their teams in the moment. We may specialize in certain fields, but differences in working style are common across industries.
Addressing these factors requires curiosity to learn about the individual. The easiest place to start is to ask questions. Maintaining openness to feedback and input, just as a new hire or mentee is expected to, helps restructure workplace dynamics. Doing so accounts for the broad efforts employees can contribute and enables leaders to match them with the types of incentives and styles they’ll best respond to.
Multidisciplinary leadership is as much a product of a varied career as it is a commitment to flexibility. A willingness to reflect not only on our experiences, but also those of co-workers, inspires a more individualized approach to management. Challenge yourself to meet employees not just with corrections, but with personal growth stories of your own.
