It's strange how many
entrepreneurs are frustrated by the apparent reluctance of some of their senior
people "to be as committed as I am
to the business".
They tell me that they (the leader)
work really hard, is totally committed to success in the business while some of
their people seem to work hard but just don't go the extra mile.
I gently point out that ownership
of the business generates a different ethos from those who are employees but
they still don't always see it that way.
The fact is that it comes down to
two words - Perceptions and Power.
The perceptions of the leader and
the team are frequently at opposite ends of the same spectrum.
For example the team sees the car
parked in the CEO space, notes when he/she is out for lunch (again), compares
holidays and destinations and experience a slight frisson of envy.
They do necessarily see (or want
to see) the long hours, the incessant demands on the leader's attention and time,
the concerns that are kept from the team for good reason and the constant
feeling of responsibility for the business and its employees.
But then again, our perceptions
are our reality so that is what counts.
In the other direction, the leader
can fall into the trap of expecting everyone to do as he/she does and then
feels irritated that the same level of dedication is not forthcoming.
This all seems rather negative but
in fact it is a function of the perceived power of the leader to whom the
employees normally defer.
Note that it is not necessarily
the persona of the leader that occasions these feelings but rather the title
and position of a leader.
As an example I had cause to
interview the CEO of an enormous paper-making business. He had been in post for
only six months or so having been promoted from his previous job of Chief Operations
Officer.
He told me that before his
promotion the five or six directors worked closely and very effectively as a
team, were able to challenge without rancour and met socially outside the
business.
When he was appointed CEO, he
said, the atmosphere changed immediately. He had told the other directors that
"his door was always open"
and he expected that the happy relationships would continue.
He was quite wrong, he told me.
Not only did they not solicit his thoughts and advice but their very attitude
was one of coolness.
It was the power problem raising
its ugly head. Irrespective of the individual, the perception is that the
leader has power over them and could use it malignly at any time.
Deep seated maybe but there is lille
doubt that these sorts of feelings can be there and can affect all round
performance.
So what is the solution?
Whatever the leader decides to do
it will take time and a lot of patience. The most important parts of the
solution are great communication and genuine transparency.
The leaders needs to demonstrate a
measure of humility in showing the team that he/she trusts them and their
opinions and thoughts are vital to the business.
Whatever the leaders decides to do
in order to build relationships, to develop engagement and alignment of
purpose, it must be visible to everyone in the business.
A wise sage once said that there
is nothing so demeaning as to be expected to achieve other people's objectives.
Trust your people. Build a society
of high performers with great attitude and tell them at all times how good they
are.
It does take lots of time and lots
of patience. Celebrate successes, however small with everyone in the business
and demonstrate that you trust them by visible non-interference.
In the end an engaged and openly
aligned society is the ultimate objective.
Remember that power is a trait that should be possessed, seldom used and
NEVER abused.
Download my book "Leading to Success" from Amazon Kindle
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