A Thin Line Separates Leaders from Followers


“As I discussed options for resolving a major issue, I realized that my team was divided,” a manager said to me.

“What is your position?” I asked.

“I have an idea but I’m not too confident.  I’m sure the vocal members of my team oppose my view.”

“Have you clearly stated your position?”

“Probably not. At this point, I guess I’m inclined to go along with the strong voices on my team.”

Should leaders listen to their team members?  Yes.  Should leaders voice their positions?  Yes.  Should leaders persuade and be persuaded?  Yes.

Then how do leaders handle divisions created by muscular voices promoting contradictory solutions?  This dilemma, I believe, is the thin line between leading boldly and following aggressively.  Persons in leadership positions who simply strive to get in front of a parade are not leaders.

When facing critical issues, often more complicated than the tax code, real leaders birth their own vision and create their own parade.  They may observe, listen, consume data, consider several alternatives–even encounter multiple failures—but their passion, regardless of obstacles, promotes their unique dream.

Leaders who are blessed with insight plus high moral and ethical standards lead us to greatness.  Leadership that is absent of moral and ethical standards take us down a rabbit hole.

 

How to Survive an Inept Boss


As Samuel described his former leader, “He just didn’t know what he is doing.  He trusted no one and tried to control everything.”

“How did you handle it?” I asked.

“I focused on doing my job well.  I did not want to give him any basis for criticizing my work.”

“Did employees complain about the leader?”

“Absolutely, constantly.  I listened but did not offer advice.

“Did you have a candid conversation with your manager about how he could improve?”

“I didn’t even try.  I knew he wouldn’t listen.”

“Did you go around your manager to talk to higher ups?”

“I did not.  I assumed they knew.  And if they didn’t know, I don’t think they would have listened to me.”

“Why didn’t you quit?”

“I liked my job.  I liked the company and I had bills to pay.”

The employee further explained that he would often help others with their work challenges, and many started coming to him with their questions.  In spite of their frustrations, the team performed fairly well.

Efforts by employees to “fix” an inept leader’s faults rarely work.  While quitting is always an option, a better initial strategy may be to continue performing well and help others.

What Makes a Good Coach?


Below are comments from employees in two different departments.

“Our manager, Gardner, is patient and always gives you a second chance.”

“He takes as much time as you need to help you work through things.”

“When we fall short, Gardner recognizes our challenges and encourages us.”

“Gardner is always there for you.  You can count on his support.”

Employees from the other department shook their heads and chimed in:

“Well, you know where you stand with Jasper but he is not too patient.”

“Jasper will show you how to do things and then he expects you to do them.”

“When Jasper praises you, you know you have earned it.”

“Jasper does not hold grudges, but if you violate policy you can expect a write-up.”

Good coaching, I think, is about achieving goals.  Good coaches set specific expectations.  They train and support their employees.  When employees falter, good coaches are quick to help but their interventions are usually brief and to the point.  While effective coaches relate well to their employees, they enforce the rules consistently and fairly.

Gardner, who is popular, may not get the most out of his team.  By contrast, Jasper is likely do what he has to do to get results.

 

 

Lead or Sell Ice Cream?


“Leadership is not as glamorous as it appears,” said a frustrated Vinh.

After six years as a very productive and popular employee, management promoted Vinh to lead his department.  Employees were very pleased because they liked him.

Several weeks after Vinh’s promotion, some external surprises shocked the company. A new competitor, with state-of-the art service, invaded Vinh’s territory.  An unexpected governmental regulation choked some formerly, seamless processes.   To cope, Vinh asked his team to adjust.

“Some of my former friends got mad at me,” Vinh recalled.  “I explained to them why we had to change but they could not understand.  My friends shunned me.  The work environment seemed hostile.  I dreaded my job.”

Apple founder, Steve Jobs, once said if you want to be a leader and win, you must give up the right to be liked.  Winning leaders have to make tough decisions.  Even though a team may eventually be better off because of a leader’s decision–no matter, someone will always be unhappy.

Normal people leading normal lives can seek both comfort and popularity.  Leaders must give up both and strive to win.  As Jobs said, “If you want to make everyone happy, don’t be a leader; sell ice cream.