I see two distinct types of ‘Elephant’ in my line of work…and two ways of tackling them. The Management Elephant and the Leadership Elephant. This blog focusses on the latter.
The Leadership Elephant in the Room
- Clarity of Vision
- Positive conflict
- Commitment to each other’s success
- Delivery of results
1. Clarity of Vision
2. Positive Conflict
Conflict can be useful. When used correctly and depending on the attitudes and perspectives of those involved, conflict can:
- Diffuse a more serious conflict.
- Spark action to search for more facts or solutions.
- Increase team performance and cohesion.
- Find out where you and the rest of the team stand on a particular topic.
So how do you get to a point where conflict can influence and help facilitate positive outcomes?
- Accept conflict as helpful
- Stay focused on defeating the problem, not each other
- Be prepared with facts to solve dilemmas
- Consider the main issue, circumstances and relationships involved
- Remain open about the other people’s position (remembering anger is often natural reaction of conflict)
- Be respectful, professional and focus on outcomes
Don’t over simplify things and falsely resolve a situation by avoiding the source of conflict. Avoidance is often seen by withdrawing from a situation to save the fight for another day, or smoothing the situation saying “let’s not argue,” or “It’s not really that important.”
In my view, the greatest impact of not holding others accountable is that it creates a negative perception of the leadership team. When other members of your teams see you letting someone get away with not producing the agreed output or keeping commitments, they begin to wonder why they are working so hard. They wonder why you don’t take action to address a poor performer who is creating problems for the rest of the team.
Failing to hold others accountable reflects on you as a leader. It raises questions about your willingness to hold everyone to the same standards and creates the perception that you don’t treat people fairly and equitably. Pretty soon others on the team get the message about “what it takes to succeed around here” and the extent to which they can count on you as a leader.
Lack of accountability creates and reinforces a culture of blame-which, in turn, generates other problems. You may notice increased evasion and avoidance as well as a pervasive “don’t get caught” attitude. Innovation plunges as people become less willing to be creative and think out of the box. Employees take fewer risks (or stop altogether) because no one wants to be blamed if something goes wrong. Finger-pointing sessions proliferate, creating a cycle of blame that ultimately shuts down communications.
If you want to receive honest feedback, start by giving it. As the people on your team observe your honesty, this will make them feel more comfortable being honest themselves. On the other hand, if you don’t practice what you preach, it’s much tougher to influence others to practice that same thing.
Where I find that most leaders have the biggest problem related to honesty, is in saying those things no one wants to hear: the bad news, the opposing opinion, the refusal, the negative feedback. This is why I think the trick to becoming more honest is becoming more courageous and talking about these kinds of things. When you can honestly talk about the sensitive stuff, being honest about anything else is easy.
People often get defensive when they hear something they don’t like. They start to deny, blame, explain and criticise others. This may lead to other team members restraining themselves from saying all they intended to say simply because they don’t like the reaction they’re getting. If you want your leadership team to speak freely and honestly, it’s essential that every time one of them starts saying something difficult, instead of getting defensive, you do something much more constructive: you get curious and ask questions. This way, you prove that you are not afraid of the truth and that your main interest is to understand facts and opinions, not save your own skin.
5. Commitment to each other’s success
Sounds easy doesn’t it? Why wouldn’t you want to commit to your other Leadership Team members’ success? Well you would be surprised…or maybe you wouldn’t.
Great business people are naturally competitive. They want to win in business. Some are quite happy to win at the expense of others in their team and even the success of the business.
To build a truly great business, I’m a firm believer that if each of you is truly committed to one another’s success you can achieve so much more, especially through the tough times.
I’m sometimes amazed at the tricks, lies, back-stabbing and U-turns that people perform to try to get themselves ahead in business. Maybe I’m naive, but I think this can only lead to longer term issues – lack of respect from your peers, your teams and no doubt your customers will suffer too.
If you want to take your business into significant growth, you need to support your team and they need to support you. You don’t need to be best friends with everyone, but you do need to watch everyone’s back, be there for each other when they need support and focus on your collective goals and vision.
6. Delivery of results
A team that is not focussed on COLLECTIVE results fails to grow, loses it’s best people, is easily distracted and focuses people on their own careers or internal quarrelling.
Every Leader has an obligation to deliver – for their stakeholders, their people and their customers and not just in financial terms.
To avoid distractions, leadership teams need to prioritise the results of the leadership team over their individual or department results.
All sounds straight forward and easy doesn’t it? Well there are a few things that tend to get in the way – Self-promotion, Career Progression and Money to name three. The ironic thing is that all three of things are likely to happen anyway if you are in a high performing leadership team, all working towards one vision, one set of values and collective results.
Most senior managers naturally focus on the results of the teams they manage, not the teams they’re members of. They spend more time with their own people, they probably get bonused on the performance of the teams they manage and they probably don’t invest as much time in building relationships with their peers. Imagine the possibilities of having really powerful relationships with your peers, where the team is accountable for the whole and not the part and when you collectively focus on your customers and positive outcomes in your marketplace….
None of the above can be fixed overnight, and needs a huge amount of collective energy to get results. But when the results come, your competitors better watch out!
Thanks for reading!