Originally posted on an internal Automattic leadership blog, part of our asynchronous communication system called P2.
This is my loose interpretation of Peter Drucker’s words in his famous book The Effective Executive — where I replace “executive” with “team lead” and edit he/him pronouns to be more inclusive. Adding a few Automattic specific references such as “P2s.”
Effective leaders focus on outward contributions.
The question “What should I contribute?” gives freedom because it gives responsibility.
The great majority of team leads tend to focus in and down. They are occupied with efforts rather than with results. They worry over what Automattic, Matt, and other senior leaders “owe” them and should do for them. And they are conscious above all of the authority they “should have.”
As a result, they render themselves ineffectual. The effective team lead focuses on contribution. She looks up from her work and outward toward goals. She asks: “What can I contribute that will significantly affect the performance and the results of Automattic?” Her stress is on responsibility.
The focus on contribution is the key to effectiveness for a team lead:
- In their own work — its content, its level, its standards, and its impacts. Setting a good example in what’s produced personally.
- In their relations with others — superiors, peers, subordinates.
- In their use of the tools of the team lead — such as meetings, P2 posts, and performance reviews.
- In setting clear expectations that everyone is aware of — nudge those who aren’t aware, and manage out those who can’t get it.
The focus on contribution turns the team lead’s attention away from her own specialty, her own narrow skills, her own department, and toward the performance of the whole. It turns her attention to the outside, the only place where there are results.
Takeaway: The most effective team leads maintain a constant focus on the contributions everyone at Automattic can make: user experience, customer happiness, building the company, and healthy revenue growth.
If you haven’t read Peter Drucker’s work— he’s known as the “godfather of modern management” — and “the one to read” even if you are a skeptic. He defined the standards for both the intellectual and real output for knowledge workers in the modern workplace.
Notable leaders in our industry that we still read today built on his work, from Andy Grove to Ben Horowitz to Camille Fournier — and, naturally — many team leads at Automattic. Drucker (Austrian-American, 1909–2005) was a true polymath known for his depth and teaching across many subjects: art, history, literature, music, and religion.
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Like skipping meals, missing key rituals I’ve set up to start each day — habits that provide me with energy — means that I don’t perform at my highest level. High as measured by my presence and output at work. Not to mention the negative effect on my relationships and mood and self-esteem resulting from a lack of energy.
The Sensible Leader 