One of the greatest complaints I hear from clients is that they are never sure where they stand with their leader. As I listen to the stories, I think of this verse from the song Santa Claus is Coming to Town:
You better watch out, you better not cry, you better not pout, I’m telling you why: Santa Claus is coming to town…
He sees you when you’re sleeping, he knows when you’re awake. He knows when you’ve been bad or good, so be good for goodness sake!
It is a great ego boost to be chosen as a leader but it is also a great responsibility. It requires a set of skills that are not necessarily taught in any academic program. For example, leaders have to make choices:
- Tell or problem solve
- Expect constant harmony or encourage productive conflict
- Trust or micromanage
- Have a vision or take each day as it comes
- Scold or mentor
- Focus on strengths or look for opportunities to embarrass
- Give credit or accept praise as if it is personal
Through a series of short stories, we will look at each of these topics.
Tell or Problem Solve
AJ loves her work. She has always been praised for her level of proficiency and ability to work as a team member. Last month Joe was appointed as her new executive. Joe and AJ went to a meeting with personnel from other departments to address a systemic issue.
The meeting, which was chaired by Harry, an executive from another department, started on the usual positive note. As soon as he finished his introduction, Joe proceeded to tell the assembly how poor the performance of his team had been in the past and that he was appointed to correct the problem. AJ was floored. She had no idea there was an issue and felt that Joe should have brought any concerns to her attention before the meeting.
AJ was advised to approach Joe to gain a full understanding of the issues rather than reacting negatively. When AJ met with Joe, Joe admitted that he knew nothing about her area really but knew that the standards were too low. Joe also advised AJ not to make an issue of it because he had clout with the President of the company.
AJ was devastated.
I know each executive leadership position comes with a great deal of responsibility but is the damage created by such an approach worth it? I think not. Santa is supposed to be kind, generous, and forgiving. Santa provides everyone with a second chance, a time to improve without being openly embarrassed.
Management Video Series
Management would be so much easier if individual personalities and preferences didn’t get in the way of progress and change. Sometimes the issues emerge because difficult people work with us. Other times our approach is what affects the outcomes.
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Expect Harmony or Encourage Productive Conflict
Mary was advised that she asked too many questions and always wanted to debate the pros and cons of each option available to the team before committing to new directions. She was called in by her executive leader and advised that if she wanted to survive on the team, she had better change her ways because there was only one boss and it wasn’t her.
Mary felt as if she was put in a straight jacket. She didn’t want Petra’s job and thought she was contributing to the team by making sure their decisions were sound and that everyone was fully committed to the final decision.
A week later, Mary approached Petra to see what she expected from her in the future. Petra informed her that she did not want any conflict. When she introduced a new method or process, Mary’s only role was to say, ‘yes’ and go with the flow.
This expectation was out of Mary’s comfort zone and she wondered whether she should look for a new job. The catch was that she loved her job and didn’t want to move.
Does Santa expect boys and girls to move through life without questioning or debating issues? Is he threatened by discussion? A gentle Santa would encourage problem solving and be open to all kinds of mind styles and ways of working.
Trust or Micromanage
Able was a competent engineer. He loved his work but was very aware that he had to work harder and differently from others because he had a learning disability. His bosses never bothered him because all of his projects were completed on time and on budget.
During his evaluation with his new executive leader, Sandy, he mentioned he had a learning disability and that it did not interfere with his work. He was assigned his next project but noticed that Sandy was constantly questioning him, asking others about his work, and was not relying on him the same others did in the past.
When Able asked to meet with Sandy, Sandy explained that he would be supervising him more closely because of his learning disability. Able explained that it was not necessary but Sandy countered by stated that all persons with learning disabilities need close supervision and there wasn’t anything Able could say to change his mind.
Would Santa make such a snap judgement without assessing someone’s history and listening closely to their story? I don’t think so. This response seems to be fear based and the only person who can address the fear is Sandy.
Have a Vision or Take Each Day As It Comes
May was new to her department. She attended a meeting with her Executive Leader, Adrian. Adrian outlined what was expected of the team during the next quarter.
May couldn’t understand what was expected of her and decided to ask Adrian to share his vision with the team.
Adrian became very defensive and shouted at May. He said that a vision wasn’t necessary and the team members were expected to do as they were told. May sought help to find out if it was unreasonable to expect an executive leader to have a vision.
It was explained that it is not unreasonable for a team to expect to know where it is headed and what the organization/their part of the organization is expected to contribute to make the vision a reality. The more detailed the vision the easier it is for all team members to understand their specific contribution.
Would Santa head out from the North Pole without knowing where he was going, why he was going there, his time frame, and the results he wanted to achieve? If Santa wouldn’t what makes any person expect that he can?
The clearer the vision, the easier it is to get buy-in. Taking time to clarify what is wanted is one essential cornerstone of excellent leadership.
Scold or Mentor
JC was always praised for being efficient and able to handle twice as much work as the other members of his team. When time came for reorganization, JC was told that there were three incidents where he had been short with others and this meant that he would not receive a lateral move. In fact, he was being demoted and his salary would be cut by $30,000.00 per year.
JC went into shock. He went to Daisy, his executive leader, to ask when these incidents occurred and why they were not discussed with him in the past. Daisy reviewed each incident. JC remembered two of them and noted that after each one he apologized to the persons involved within 24 hours of the occurrences. Since then he has continued to have really positive relationships with these individuals.
Daisy said she knew this but 3 incidents in 15 years were too many and they could not be forgiven. She scolded JC for making these errors in judgement and explained that she could not trust him anymore. When the team met the next day, Daisy explained to the team why JC was the only staff member who did not receive a lateral transfer. She chastised JC in front of the other members. JC felt paralyzed and wanted to know how to move forward.
Three mistakes in 15 years did not seem too many to me given the fact that he apologized and had excellent relationships with these individuals.
Does Santa remember every misstep a person makes? Is that the reason why they get coal in their stockings? How many mistakes are too many? Are there any that are more critical than others? How does a person learn if he is not mentored and mistakes used as tools for learning? Every excellent executive thinks about the answers to these questions before making snap judgements that can permanently affect another person’s career.
Focus on Strengths or Needs
Bernie is a brilliant worker. All of the problems others encounter with Bernie’s team they refer to Bernie because of her ability to problem solve quickly and harmoniously. Bernie’s, executive leader is Toni. Toni discovered that Bernie experienced kidney dysfunction and it means she has to have a comprehensive medical checkup once per year.
Toni is very concerned that this kidney disorder can lead to more complications in the future. This has never been stated or insinuated but Toni is concerned nevertheless.
Toni’s team has been asked to take on a major project. The other section heads want Bernie to be the lead because of her strengths. Toni boycotts the decision because of her kidney issues, which are not affecting her work.
The other executive members meet with Toni to express their concerns. Toni is unable to see past her knowledge about Bernie. Toni believes that her opinion overrules those of the other executives and will not move.
Bernie feels the only way forward is for her to either put up and shut up or look for a new job.
If Santa held every imperfection against all of us, none of us would receive presents on Christmas morning, would we? Is this the Santa we want to let into our homes and offices? I don’t think so. We want a Santa who knows that none of us is perfect and focuses on our strengths. He values our contributions and openly acknowledges our strengths.
Give Credit or Accept Praise As If It Is Personal
JJ and Kelly each have a team of 20 people reporting to them. Their executive leader is Kenneth. When JJ and Kelly fulfill and or exceed Kenneth’s expectations, they celebrate with their teams.
When Kenneth receives accolades, he says that it could not have happened without his leadership. He is quick to point out all the effort he put into the process. He demonstrates how JJ and Kelly need his leadership and without it many disasters could have happened.
JJ and Kelly are feeling undermined and are grateful that they have each other’s support. They don’t respect Kenneth but do respect his position.
Does Santa accept all the credit for those gifts that appear at Christmas time? Does he acknowledge the help he receives from individuals and partners? Under what circumstances would he accept all the credit? Fear is overriding Kenneth’s ability to acknowledge the good work of his reports.
Management Video Series
Management would be so much easier if individual personalities and preferences didn’t get in the way of progress and change. Sometimes the issues emerge because difficult people work with us. Other times our approach is what affects the outcomes.
Access the video series by filling out the form below.
Maybe Santa is Not the Person to Model
Effective executives welcome conflict, trust others, are clear about their vision, communicate openly, are not offended when others have different points of view, and believe that we sink or swim together.
That seems to be a much healthier role than spending time competing, judging, looking over one’s shoulder, belittling others, or living in fear.
Every executive leader can be open and inclusive in their practices. That is the aim of all excellent executive leaders.
