The Need for Empowerment to Multiply the Leader's Effectiveness

Pride goes before destruction, and a haughty spirit before a fall.

(Proverbs 16:18)

Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves.

(Philippians 2:3)

Ronald Reagan kept a sign on his Oval Office desk that read: "There is no limit to what a man can do or where he can go if he doesn't mind who gets the credit." That maxim (or others of very similar wording) has been attributed to a number of people including Benjamin Jowett, Florence Luscomb, Mark Twain, Robert Woodruff, Harry S. Truman and General George C. Marshall. The original author obviously shares the credit with others!  John Maxwell carried the saying a step farther: “I believe the greatest things happen only when you give others the credit.”^[1] The secret to empowerment is in finding strong leaders (or potentially strong leaders) to empower.

Only secure leaders can give empowerment to others. 

Empowerment requires risk on the part of the leader.  Barriers to empowerment include the desire for job security, resistance to change and lack of self-worth.  By contrast, secure leaders give themselves away as they empower others. 

Pride and Fear—two sides of the same coin^[2]

I mentioned the problem of pride in a previous article. Ken Blanchard and Phil Hodges point out that pride and fear are really just two sides of the same coin. Both Pride and Fear are centered around Self or EGO.

Pride promotes self due to an exaggerated sense of self-worth (Arrogance) as evidenced by:

·         Boasting

·         Taking all the credit

·         Exalting oneself

·         Always talking

·         Demanding all the attention

Fear protects self due to insecurity about the future as can be seen in such behaviors as:

·         Abusing the authority of position

·         Withholding information

·         Imposing oneself on others

·         Always taking control

·         Unable to take suggestions.

Overcoming ego is probably the biggest barrier to effective leadership. 

The most effective leaders learn to replace self or ego with a servant attitude. In humility, the servant-leader:

·         Gives up personal rights

·         Bases decisions on the truth, instead of distortions.

·         Maintains transparent relationships, instead of isolation.

·         Believes in community, instead of destructive competition, to become more effective.^[3]

Hint to the Leader

            How does your ego show itself more often—through Pride or Fear? Are you promoting yourself or protecting yourself?  Ask yourself this question: “Who am I really exalting with my attitudes and actions?”  Are you willing to let someone else receive any credit and only God receive any glory?

Hint to the Follower

How many times do you find yourself saying, “I could do a better job than they are doing”? Ask yourself, “Am I willing to help them do a better job, even if I don’t receive the credit?”

If none of this sounds easy, it’s because it isn’t! You have to work at this every day.

© Dr. Larry N. Gay

 January 2010

 http://mylead360.blogspot.com/ 

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[1] John C. Maxwell, The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, (Nashville: Thomas Nelson Publishers, 1998), 127.

[2] The concepts presented here on Fear, Pride and Ego are adapted from Ken Blanchard and Phil Hodges, Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time. Nashville: W Publishing Group, 2005.

[3] For more information on Lead Like Jesus and the “Lead Like Jesus Encounter” contact the author at MyLEAD360@gmail.com   or  go to  http://leadlikejesus.com/. 

The Need for Integrity and Credibility in the Leader's LIfe

And David shepherded them with integrity of heart;
     with skillful hands he led them.

(Psalms 78:72)

Integrity and credibility are the left and right hands of any effective leader. The degree of your effectiveness as a leader is directly related to the degree to which you demonstrate integrity and credibility in your personal life.  Without these character traits you cannot be a long-term effective leader. Lose one of them and it’s almost like losing your hand.

Integrity has to do with holding firmly to one’s principles. Uprightness, honesty, truthfulness, wholeness, incorruptibility… these are words associated with integrity. It sounds like the description of a super-hero, doesn’t it?  Your integrity determines how you will behave under any circumstances.  Your followers will know what to expect from you when you have integrity.

Credibility is an extension of one’s trustworthiness.  If the leader is found to be untrustworthy in one area of his or her life, then followers can justifiably question the leader’s trustworthiness in all areas of his or her life. Kouzes and Posner found that people want leaders who are credible.  “Credibility is the foundation on which leaders and constituents build the grand dreams of the future.”^[1]  If the people you lead don’t believe what you tell them, then they won’t trust you to lead them to the future you see.

Someone said, character is how you act when you think no one is watching.  Years ago I came to realize how important it was for me to maintain integrity, not just so I could have a leadership position, but because I wanted to be a man of integrity. I did not want to just practice honesty because it’s the best policy; I wanted to be seen as someone who is honest.

Some of the deepest hurts I have experienced have been when someone questioned my integrity as a leader—especially when I knew I had tried to act with integrity. There have been times when I was privy to information that could not be shared openly, and that caused certain painful decisions to be necessary.  In such times, whenever someone would question my integrity, it could have been tempting to blurt out in self-defense why the decision had to be made. Instead, I have found relief in self-examination. Did I do what was right because it was right? Was my integrity strong enough to take unjustified criticism? If I were found to be wrong, would I be willing to admit it and ask forgiveness of the appropriate persons? Could I stand on the decision even if the whole truth never became public? I have not missed much sleep over decisions that passed the test.

One way to help you maintain your integrity is to have at least one accountability partner.  Leaders who have had the most devastating moral failures first started falling when they began to think they could handle everything by themselves. I have talked to numerous leaders who insist they cannot have a close friend, because they have been betrayed by friends before. Such thinking exposes a huge, gaping blind side vulnerable to attack! It gets lonely up on a pedestal. Pretty soon, you start to lose your balance and eventually you fall off. If you think you don’t need an accountability partner, you’re probably right—you probably need more than one!

Hint to the Leader AND Follower

Find a truth-teller and meet with this person or an accountability group regularly. Give them permission to ask you the hard questions. Offer to reciprocate and be a truth-teller for them as well. Be a friend to find a friend.^[2]

© Dr. Larry N. Gay
January 2010

http://mylead360.blogspot.com/ 

           

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[1] James M. Kouzes and Barry Z. Posner, Credibility: How Leaders Gain and Lose it, Why People Demand It, (San Francisco: Jossey-Bass Publishers, 1993), 22.

[2] If you have never done this before, write the author for suggestions on how to start an accountability group (mylead360@gmail.com)

Servant-Leadership – An Oxymoron? (Part 2)

Whoever wants to be great must become a servant. Whoever wants to be first among you must be your slave.                                                                               (Matthew 20:26-27)

The model of servant-leadership that Jesus outlined for his followers is being seen by many business leaders as a practical guide that can lead to success.  The model can be learned, but to be a successful servant-leader requires an attitudinal change.

Servant-Leadership was Successfully Modeled by Jesus

Several years ago I began to analyze the principles on which I wanted to base my leadership. In my search for a personal definition of leadership, I discovered that leadership is defined by Jesus in one word—servanthood.^[1] 

Jesus clearly established that his followers were to become servant-leaders when He declared, "Whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all.  For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many."^[2] 

Jesus demonstrated how seriously He wanted his disciples to follow the model when He took the role of a slave to wash their feet at his last supper with them before the Passover and his crucifixion.

"Now that I, your Lord and Teacher, have washed your feet, you also should wash one another's feet.  I have set you an example that you should do as I have done for you.  I tell you the truth, no servant is greater than his master, nor is a messenger greater than the one who sent him.  Now that you know these things, you will be blessed if you do them." ^[3]

Though he had positional rights in the eternal universal organization, Jesus humbled himself and took a lower position as a servant in obedience to his Father's plan, so that the ultimate purpose he desired to see fulfilled would be achieved by his followers, even after his death.^[4]  His actions were not always popular or within the accepted practices and regulations of the authorities, but he acted based on what he knew was right in God's eyes.  Jesus showed us the way to the top by such actions as wrapping a towel around his waist, washing his followers' feet, and submitting to a criminal's death on the cross, though he was declared innocent by Pontius Pilate.

Jesus' model of leadership with His disciples demonstrated that the effective leader is not so much interested in climbing a corporate ladder as in providing himself as the step-support for others to grow in their leadership.  Ironically, leaders who show an attitude of service to the people they lead are often recognized as the best leaders who also succeed in their business.
 

But is it Practical?

In 2004 I shared a 90-minute introductory presentation on Lead Like Jesus^[5] to about 100 business professionals in Quito, Ecuador. At the end of the presentation several people commented that they knew the principles would work—that if they demonstrated a genuine concern for their workers as persons and not objects, the result would be a more successful business. One young man hung around after everyone else to talk more. He summarized my 90 minutes into one sentence: "What you are proposing is that we, as leaders, should become servants to the people we lead." I nodded my agreement. "But that will lead to anarchy!" he objected. He was convinced that he had to maintain a strong directive approach to leadership or else the people under him would never perform to his standards.

Others around us quickly joined in the conversation and insisted that they knew these principles would work in their businesses if they would apply them. The group included the owner of a shoe factory, the owner of a motorcycle parts distributorship, and the founder of a clothing outlet. When we asked what business he was in, the young leader told us he was a regional director for an international non-profit organization that employs thousands of volunteers all over the world. He was right about one thing: servant-leadership does seem to be oxymoronic! But it does work!

It all boils down to having a servant attitude. Good supervision is dependent on good leadership and good leadership cannot be learned from a list of do's and don'ts. It must be learned from the inside out. Applying all the best practices of leadership is no substitute for applying the best practice of servanthood as Jesus demonstrated.

Hint to the Leader

If you feel you have tried servant-leadership and it has not worked for you, take a personal attitude check. People can sense if you're only going through the motions and don't have a genuine concern for their well-being. Look for ways to show the people you lead how much you need them and value their contribution to the organization. What are you willing to give up so that others can succeed? Their success will add to yours.

Hint to the Follower

Don't wait to be told what needs to be done. Look for opportunities to serve the organization by making suggestions of how things could be better and what you would be willing to do to make them so. Commit to being part of the solution and not part of the problem. Problem solvers are always more valued than problem makers.

© Dr. Larry N. Gay

Revised January 2010

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[1] Matthew18:1-4; 19:30; 20: 8, 16, 20-28; Mark 9:35; John 13:14-17

[2] Mark 10:43b-45

[3] John 13:14‑17

[4] Philippians 2:5‑11

[5] For more information on Lead Like Jesus, contact the author or  http://www.leadlikejesus.com/leaders/

Servant-Leadership - An Oxymoron? (Part 1)

If he works for you, you work for him.  (Japanese proverb)

If anyone wants to be first, he shall be last of all and servant of all."  (Mark 9:35)

At first glance the term servant-leadership might appear to be an oxymoron, although the concept is gaining popularity among writers on leadership. Practical results can come from following a model of leadership that seeks first to serve rather than being served. 

Servant-Leadership Was Recommended by Ancient Leadership Consultants

The concept of servant-leadership was recognized as a pattern for success as early as the 10^th Century B.C. during the reign of King David’s grandson, Rehoboam.[1]  After Solomon’s death, as Rehoboam began his rule over Israel, he was petitioned to lighten the labor and tribute laws that his father had imposed during the building of the temple.   His older advisors counseled him, “If today you will be a servant to these people and serve them and give them a favorable answer, they will always be your servants.”[2]

 Rehoboam rejected the counsel of the sage advisors, following instead the advice of younger men who told him to make the burdens on the people even greater than his father had done.  As a direct result of his failure to follow the model of a servant-leader, Rehoboam lost his rule over the ten tribes that would form the Northern Kingdom of Israel under Jeroboam’s leadership.  Because he could not understand the concept of a leader serving the people, the Kingdom that had become victorious under David and glorious under Solomon became a divided Kingdom that was never to have the same status it had enjoyed under its second and third monarchs.

Rehoboam collided head-on with the ancient proverb: “Pride goes before destruction, a haughty spirit before a fall.”[3]  Henry and Richard Blackaby describe pride as one of the most dangerous pitfalls to leaders: “Pride may well be leaders’ worst enemy, and it has caused the downfall of many…  pride can cause them to act as if God were their servant, obligated to answer their selfish prayers and to bless their grandiose schemes.”^[4]  Pride causes leaders to lose compassion for their followers and see them as an expendable resource to reach the leader’s personal goals, rather than the most important resource to be nurtured through the building of relationships. 

Leaders who are willing to humble themselves and serve their followers will discover, as Rehoboam’s older advisers knew, that followers will reciprocate with their loyalty.  You can draw your own conclusions about how well the stick approach works.

Hint to the Leader 

What could you do to make life easier for the people you lead?
Do one thing this week to help each person you lead be more productive, more successful.

Hint to the Follower

Even if you feel your leader is not demonstrating a servant attitude, you can decide to be a servant to the people around you. Look for ways to go the extra mile. 

© Dr. Larry N. Gay

Revised May 2008, January 2010

(Tomorrow’s post = Part 2, A Successful Model of Servant Leadership)

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[1] 1 Kings 12:1-16

[2] 1 Kings 12:7

[3]  Proverb 16:18

[4] Henry T. Blackaby and Richard Blackaby, Spiritual Leadership: Moving People on to God’s Agenda, (Nashville: Broadman and Holman Publishers, 2001), 230-1.

Building Organizational Trust, an Illustration

 Now it is required that those who have been given a trust must prove faithful.

 1 Corinthians 4:2

 

As mentioned in the earlier post this week, trust and interpersonal relationships are built on the inner core of trustworthiness and personal integrity. 

 

Gordon Bethune demonstrated this when he became CEO of Continental Airlines in 1994. Continental had gained infamy as the worst airline to work for, and they probably had the worst ratings in customer satisfaction. By the time I started flying Continental regularly in 1997 things had changed dramatically. I fell in love with their frequent flier program and found their personnel at every level of my contact to be courteous, helpful and generally proud to be part of that organization.  At first, I was curious about the obvious changes in attitudes, so I started informally interviewing Continental personnel.  Over the course of seven years I interviewed at least fifty people including, flight attendants, pilots, ticket agents, baggage handlers, and customer service representatives. I would always ask how long the person had worked for Continental. If they had started before 1994, I would say, “So you know what a difference there is between Continental today and the old Continental.” Every time the response would be something like, “It’s like the difference between night and day.” Some would tell me of how they used to hate to admit to people that they worked for Continental. One ticket agent said she would change out of her uniform before she left the terminal and when anyone asked her where she worked, she would just say, “At the airport.” Then I would ask, “So what made the difference between the old Continental and the new Continental.” In every case, 100% of them responded immediately and enthusiastically, “Oh, it was when Gordon Bethune became CEO.”

Bethune promised a bonus to every employee if the company improved their on-time arrival status to a certain level. When they met that goal, there was a question among the top executives about where the money would come from. Someone suggested paying the bonus only to the employees who actually made the flights leave on time, such as flight crews, baggage handlers and boarding agents. Bethune insisted that it was important that every employee feel a part of the team and to build trust in the organization, they had to give the bonus to everyone. He proved his trustworthiness, integrity and honesty by keeping his word.

Another thing Bethune did to build trust within Continental was to take the time to visit one-on-one with as many employees as possible. Once, when I noticed that an employee was taking some unnecessary verbal abuse from another passenger and handling it in a very mature, professional way, I decided to write a compliment on a suggestion card. I asked the agent where to leave the card and invited her to read it before I posted it. Her response was, “Oh, Thank you! Gordon reads every one of these, and the next time he is in this airport, he will probably mention it to me! Even if he does not, it will be noted in my file for my next performance review.”

I started looking for opportunities to write compliments for anyone who ever went beyond the call of duty to help me (and I gave them lots of opportunity!). The cards were in every flight magazine on every flight and visible at every ticket and check-in counter. Before the blank lines for comments, they had these words, “Dear Gordon, here is a way to make Continental better…” I received letters acknowledging receipt of several comments and a few times someone called to let me know they were following up on an action from a comment. I don’t know for sure how they handled all the cards with complaints, but I imagine it was done in such a way as to help the employee improve and not just to chastise or punish them.

Bethune built trust among individuals in the organization based on his character of integrity and trustworthiness and it permeated the entire company. He did not become trustworthy when he became CEO of Continental. It was already a part of his character. That’s why he was able to gain the trust of so many employees so rapidly and move the company to a new level of effectiveness.

 

 

© Dr. Larry N. Gay

January 2010

 

 

 

 

 

Your Roadmap to More Effective Leadership

Select capable men from all the people--men who fear God, trustworthy men who hate dishonest gain--and appoint them as officials over thousands, hundreds, fifties and tens.                        

Jethro to Moses in Exodus 18:21 (NIV)

They could find no corruption in (Daniel), because he was trustworthy and neither corrupt nor negligent.                                                         

Daniel 6:4 (NIV)

"Whoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be dishonest with much. So if you have not been trustworthy in handling worldly wealth, who will trust you with true riches? 

From the Parable of the Shrewd Manager, Luke 16:10-11 (NIV)

Often, when leaders want to initiate significant change to increase effectiveness within the organization, they simply say, “We are your leaders. Trust us. This change will be good and will allow us to be much more productive.” If you have to tell someone to trust you, it is probably because you sense that they do not trust you and you already see that it will be difficult to get them to follow you where you know the organization needs to go.

How to turn the ship around

Trust does not come automatically with positional leadership. Trust grows out of one’s character and is only given to those who have proven themselves to be trustworthy.  Trying to initiate massive change without trust will create massive doses of stress at every level of the organization. Eventually, the changes will take place, but at a much higher cost than if trust had been built first. It can be likened to a ship moving forward in one direction at cruising speed when the captain suddenly calls out, “Reverse all engines! Full steam reverse!” Such action might get them going in the opposite direction rapidly, but a lot of people will be picking their teeth out of the bulkhead and the repair bill is going to be astronomical! 

On the other hand, if the proper steps are taken in the proper order, the ship can be turned around and headed in the opposite direction with few casualties and the ultimate goal of increased effectiveness and productivity can be reached and sustained for a much longer period. It might take a little more time, but the long-term results will be much more positive.

Transformational Leadership Model

One of the best models I have seen that illustrates this is Lee Ross’ Transformational Leadership Model from Lead Like Jesus. The cyclical model demonstrates how to get to the desired effectiveness in the organization. (Stephen Covey used concentric circles to describe a similar process in Principle-Centered Leadership.)

1. Personal Leadership – Trustworthiness (Character)

Personal leadership is the first, essential step toward organizational effectiveness. This is where character is built and core values of the individual are established. If there are character flaws in the leader, it will be difficult for the members of the organization to trust and follow that leader to greater levels of effectiveness and productivity in the organization. Character traits such as integrity, honesty and trustworthiness are essential to building trust. 

Leadership skills can be learned; character comes from within. How many times have you seen someone lose their temper and say something hurtful, and then became apologetic saying, “I’m sorry I acted that way. I’m really not like that.” My response to that is, “Oh, yes you are.” Your words and behavior are true indicators of the character within.

2. One-on-One Leadership – Trust (Relationships)

Without the personal integrity of trustworthiness, we cannot be effective at the next level, One-on-One Leadership, where trust is built.  Trust and interpersonal relationships are built on the inner core of trustworthiness and personal integrity. If people do not see you consistently demonstrating your trustworthiness, you can forget any hope of being trusted.

Trust in an organization can only be built by trustworthy individuals as they relate to others one-on-one. Obviously, we have to work to build trust, not only in leadership, but also one with another at every level of the organization.  Whenever I hear anyone complain about the lack of trust in their organization, I immediately ask, “So what are you doing to build trust?” I often get a puzzled look in reaction, especially if the individual is not in top leadership of the organization. Even if you are not in top leadership, you can still play a vital role by proving you can be trusted because you are trustworthy in your interpersonal relations with colleagues, with your leaders, and with the people you lead.

Some key lessons about building trust:

·         Words and behavior reveal true character.

·         Trust is a delicate, fragile item.

·         Trust is slowly built and quickly broken.

·         Trust is even more slowly, if ever, rebuilt.

·         Forgiving and trusting are not the same.

·         Generational issues affect trust.

·         The erosion of trust affects organizational productivity dramatically.

(Adapted From Ken Williams, Sharpening Your Interpersonal Skills Workshop)

3. Team Leadership – Community (Empowerment)

The next level is Team Leadership with a desired outcome of community.  Covey labeled this the managerial level where empowerment takes place.  Again, if the leader has not demonstrated competency at the two previous stages, he or she cannot effectively empower others and community will not be built. Obviously, a leader will not empower someone he or she does not trust. By like sign, followers will not feel comfortable with their empowered responsibility if they do not feel they can trust their leaders to back them up, support them, and encourage them to succeed.

4. Organizational Leadership – Effectiveness (Alignment)

The final stage of leadership is at the organizational level that seeks a desired outcome of effectiveness through alignment. Alignment includes being sure the organization is moving in the right direction to meet its stated purpose and goals as well as the alignment of  individual and team goals with the broader goals of the organization.  Leaders often want to take a shortcut to increase organizational effectiveness, but the leadership road is one-way only and to get to this level, you must build on the previous three levels.

We cannot achieve organizational alignment and maximum effectiveness if we have not built the organization on the DNA of trust that grows out of an intrinsic trustworthiness and that demonstrates a willingness to empower individuals throughout the organization. Each level must build on the previous one. Increased effectiveness in the organization will also foster the growth of personal leadership in the people who make up the organization.

One-Way Communication is not Enough.

Systemic problems in every organization seem to always include communication problems within the organization.  One of the main reasons communication breaks down is lack of trust. This is true both in interpersonal relations and in organizational structure.

Even if communication is flowing freely within the organization, if it is not also accompanied by a large dose of empowerment and community building at every level, the workers will develop a sense of frustration to the point that they will conclude that it might be better to just not communicate. Empowerment and community are developed at the team level and, again, the heart of the solution is in the issue of trust. 

If people feel they can communicate in an environment of mutual trust, there will be three long-term results: 1) job satisfaction among personnel will improve dramatically; 2) the organization will achieve greater alignment between the individual goals of its personnel and the organization’s goals; and that will result in 3) increased productivity and organizational effectiveness. (See an example of this in the next article later this week.)

Practical Assignment

Take a personal retreat and reflect on who you are, whose you are, and what you need to do to develop your character and build trust. How trustworthy do you think the people consider you to be? What can you do to prove your trustworthiness, grow trust in the organization, build community in your team, and contribute to the general effectiveness of your organization?

Hint to Leaders

Since the essence of leadership is influencing others, the best leaders become experts at developing and maintaining good interpersonal skills. While you need the people you lead to help you reach your goals and the objectives of your organization, remember they are not just objects or resources to be used. They are people who need to feel valued and respected. They will follow your leadership if they trust you to lead them to fulfill their personal visions and goals as they contribute to the goals and objectives of the organization. (More about that later in a future article on Organizational Alignment.)

Hint to Followers

Trust and communication are two way streets. Some followers don’t feel comfortable addressing their leader with issues and problems. Instead they assume that the leader does not want to hear their input. As mentioned last week, the follower’s input is essential to help leaders make better decisions. If the leader has a blind side and the follower is not willing to address that issue with the leader, then trust in the leader will erode and both you and others in the organization will suffer. Take a risk to talk to your leader about issues that affect trust.

© Dr. Larry N. Gay, January 2010

Leaders Need Three I's

 (Let these I’s be your eyes)

 “Plans fail for lack of counsel, but with many advisers they succeed.” (Proverbs 15:22)

What Happened from Lee’s Perspective:

As Lee looked around the room, he sensed that he did not have 100% buy-in from every team member in the meeting, but he felt confident making the decision to go forward with the plan as he had outlined it to them earlier. He had the authority to make the final decision and the team members would figure out how to make it happen. He knew the situation and felt he had all the necessary information to make the decision, so he did. After all, wasn’t he supposed to be the visionary leader? He knew things would turn out just the way he envisioned them in this great new plan.

Everything looked good, until the implementation started and then all sorts of cracks started showing up in the logic that had led to this decision. What went wrong? Lee wondered if there could have been any way he could possibly have avoided this catastrophe. And then Mark came along and said, “I knew from the beginning this wouldn’t work!”  Lee screamed under his breath, “Then why didn’t you tell me this sooner!?”

What Happened from Mark’s Perspective:

As Mark sat in the meeting, he knew Lee’s plan was faulty. Lee had not been on the front line in the field for quite some time, so he was unaware of several key points that would keep this from being a profitable decision. Sure, it looked cheaper on the surface, but there would be other costs that Mark knew Lee was not considering. Lee had made it very clear that this is what he wanted and he expected the team to pull together to make it happen. Mark did not want to appear to be promoting himself and he wanted to be a team player, so he remained silent. During break time, he mentioned his misgivings to Nate. Nate agreed that the plan had serious flaws, but he advised Mark to keep his negative comments to himself. “This is what the boss wants, so let’s just do what we have to do to make it work.”

When the time came to implement the plan, Mark began to feel a mixture of vindication and guilt as it became increasingly obvious that the plan was not working. He thought to himself, “I knew this would happen! All this wasted expense and energy could have been saved if only they had listened to me.”

The Three I’s: Input, Information and Insight

No leader is omniscient or omnipresent. You can’t know everything or see from every angle, no matter how well you think you know your team or organization. That’s why leaders need three things from the people they lead: input, information and insight.

As a follower, I have a unique perspective on the organization and the situation being faced by people with whom I work. My leader needs my input with the information I have and the insights I have gained from my perspective. If I withhold my input and allow him to make a decision without my information and insight, then when the decision turns out to be a mistake, I must share the blame with my leader because I did not share that information and insight. I cannot assume that he will have gotten the information from someone else.

To the Leader: Don’t Pull the Decision Trigger Too Soon

All too often leaders pull the trigger on the decision gun too soon. The decision has been made, money spent, changes initiated, and emotional capital expended within the work force only to discover that the price of this decision was much too high and the desired results did not materialize. Why? What could have been done to avoid this disaster?

Several years ago, someone gave me a button that says, “Don’t Confuse Me with the Facts.” For years I have kept that button hanging around the neck of a Tweety Bird pen holder in a prominent place on my desk. It serves to remind me how important it is to listen to the people I lead and not assume that I already know what is best for the organization in all cases. Sometimes my intuition and my forward thinking can get us all into trouble if I ignore the facts that others can see clearly from their perspective.

Hint (to the Leader)

Take a risk and invite input from the people you lead. Try not to become defensive or overly sensitive when the suggestions seem contrary to the action you had planned. Thank them for their input, even if you are not able to implement every suggestion. Give genuine praise for suggestions that make a positive difference, but don’t place blame if the final decision does not produce the desired effect. Let them know you want to make the best decisions for the good of the organization and that you truly value their input, even if you cannot always act on every suggestion. If followers feel their input has been heard and considered, they are much more likely to support the decision, even if their suggestions are not incorporated into the final decision. Keep the door open for more input, information and insights. Let their I’s will be your eyes to help you see how to make better decisions.

To the Follower: When the I’s Don’t Carry the Vote

Have you ever been in a situation where you knew your boss was about to make a huge mistake? The decision had already been made, but you knew it would not succeed. This was not just a hunch or intuition. You had specific information that, if it were seriously considered, could alter the decision and the results. Perhaps you were reluctant to offer your suggestion for fear of being rejected. You did not want to appear to be promoting yourself or you did not want to be accused of insubordination or not being a team player by speaking up against what the boss wanted. So you remained silent. You might have ventured to mention your thoughts to one or two close associates, or your spouse. Then, when the decision had been finalized, action taken, policies put in place, and the results were less than successful, you said to yourself (or to the trusted few with whom you had shared your insights), “I knew this would happen.”

There are times when leaders must make unpopular decisions for the greater good of the larger organization. After I have given my input and shared my information and insight, the leader might decide to go ahead with the decision as he has planned, choosing not to act on my suggestions. In such cases, I can assume that: 1) the leader has received information from other sources and is giving more weight to their input than he gives to mine; or 2) the leader has considered my input, but he has other reasons for setting my information aside. Although I may not agree with the final decision, I will submit to his authority and do my best to make it succeed, knowing I have done my part by not withholding information that could have helped make a better decision.

Hint (to the Follower)

Take a risk and ask if you can provide input with information that might help the leader make the best decision. Let your leader know you want him or her to succeed. If you do not receive credit for the idea, remember that someone else could be giving similar information and insight from another perspective that coincides with yours. If the leader chooses not to follow your suggestions, remember that he or she is also receiving input, information and insight from other sources. Give the benefit of the doubt and assume that your leader wants to make the best decisions for the good of the organization. Once the decision is made, do everything you can to make it succeed. Remember, the best leaders are also good followers. 

© Dr. Larry N. Gay, 2009