A couple of cases recently
have brought to mind the occasional need for leaders to be more assertive in
their relationships with some people in the business.
Leaders need to be more assertive? Are you kidding, I hear you say?
Not at all. It is very surprising how diffident leaders
in business can be when it comes to dealing with even slightly difficult
members of the team.
First things first. If the leader has an inclusive and
collaborative relationship with senior members of the team which is always desirable,
rather than any “top down” direction then
that freedom can, from time to time, be abused or at least, tested.
If we give our people the
freedom to express themselves, then we must expect occasionally for strange
concepts and ideas to be expressed and sometimes forcefully.
Leaders need to lay down
ground rules of behaviour which should be an integral part of the statement of
values which underpin the whole of the ethos and culture of the business.
There is a fine line to be
drawn between disagreement and outright mutiny.
We should welcome some disagreement from time to time because that will
engender debate whereas mutiny implies entrenched positions which are
unacceptable.
The two cases in mind are
different but the answer is much the same.
In one case, the team member has started to express strong opinions
about his role and responsibilities which are counter to the needs of the
business and he is becoming a problem. Focus
on specific activities is what is needed, not a radical change in his functions.
In the other case, a small
department which to some extent has legacy issues, mutely and deliberately refuses
to do as the leader directs and visibly does what they think is required and
what they obviously prefer to do.
There comes a time when the
leader has to exert or at least assert authority for the greater good of the
business. This can often run counter to the innate instincts of the leader and
can lead to that often feared situation - confrontation.
It really is curious how many
outwardly strong and confident leaders are reluctant to confront difficult
situations and difficult people. Not surprising therefore that some situations
can run on and on and get out of hand.
At some stage a solution is
essential and only the leader can make that decision. However, confrontation can be achieved in different
ways primarily by assertiveness or by aggression.
My great friend and renowned
speaker, Lynn Leahy, taught me long ago that there is a huge difference between
being assertive and being aggressive.
Assertiveness assumes that instructions
are given with respect to the feelings of the team member whereas an aggressive
approach rides roughshod over anyone’s feelings just to get the job done.
What is required in both
these cases is assertiveness, a firmness of approach which permits no
discussion but only a change in attitude and an acceptance on the part of the
individual of the needs of the business.
It is called “biting the bullet” or “grasping the nettle” and is a necessary
and hopefully seldom needed part of the armoury of the leader.
There comes a time, however,
when it must be done and as Shakespeare said: "If t'were done, t'were better done quickly".
Visit www.vistage.co.uk
No comments:
Post a comment