Quint's Column: Good leader fit in, they don't rise above


  • August 22, 2018
  • /   Quint Studer
  • /   quint-studer,training-development
Quint Studer in leadership training

Followership is a topic that really interests me. A few weeks ago, I wrote a two-part series on the subject. (Click here and here to read the columns.) Then, I saw this article in Harvard Business Review. It seems this topic is really striking a chord.

 

The authors of the HBR article talk about their study of Royal Marines recruits. I hope you’ll give it a read when you have a moment, but here’s the bottom line: In order to be perceived as leadership material, people often do things to showcase how they are “special” or “different.” But the irony is that the best leaders are the ones who fit nicely with the group and think of themselves as followers.

 

I see two big lessons here for business owners and leaders:

 

First, when selecting leaders, don’t choose self-promoters. Choose true team players who have the capacity to form strong and meaningful relationships with employees.

 

Second—and this is what I want to focus on most here—if you are a leader, don’t try to “seem” like a leader. Focus on teamwork and strive to create close relationships with your employees. Instead of trying to differentiate yourself, try to fit in.

 

Here are a few tips that may help you:

  

Use rounding to really get to know people. Rounding means to regularly talk with employees and ask them specific questions aimed at getting information you then use to make their job and the company better. Rounding has many positive results—it helps you find out what’s going well, what needs improvement, etc.—but mostly what it does is build strong relationships.

 

When you round, be sure the first question is one that makes a personal connection with an employee. “How was your vacation?” “Is your wife feeling better?” “How is your daughter liking her new school?” Rounding is a simple tactic but it is so powerful when you do it consistently. Don’t leave it to chance or round when you feel you have time. Schedule it in and do it no matter what.

 

As much as possible, spend one-on-one time with employees outside the office. It’s easier to get to know people outside the workplace. They are more willing to let their guard down. You can meet for breakfast, go out to lunch, volunteer together, or even do something fun like play golf or go to a baseball game. As with any relationship, it’s important to put in the time.

 

Be as flexible as possible to meet their unique needs. For example, if an employee needs to work an unusual schedule due to a family situation, let them if you can. People have sick parents they need to care for, school field trips, classes they want to take. If there’s any way to accommodate these wants and needs, it will be a win for the relationship. It’s one thing to say you care, but giving people space to live their lives shows you care.

 

Show employees they can trust you. Trust is the foundation of strong relationships. Be open, honest, and transparent. Keep your word. Always treat people with respect, even when giving critical feedback or delivering news they may not want to hear. Trust is earned over time and it can be shattered instantly. Guardedness is the enemy of followership. 

 

Get in the trenches with them. You can ask people to go the extra mile (work overtime to finish up a big project, for example) as long as you’re willing to do the same. You’re setting an example, which is what all great leaders do, but also showing them you’re not “above” them.  

 

Show vulnerability. We like people more when we see them as human beings. In fact, without it, there can be no genuine closeness. Let employees see your emotional side. Admit that you don’t know all the answers. Solicit employees’ help in solving problems. Ask them for their ideas. Those who are closest to the problems have the best solutions, anyway. Showing them you know that will go a long way toward building strong relationships.

 

Keep a positive balance in the emotional bank account. The better you treat your employees most of the time, the more likely they’ll forgive your transgressions or step up when you need them to. Every time you say thank you, recognize their hard work, or do them a favor, you make a deposit in the emotional bank account. Then when you have to make a withdrawal (maybe you ask them to work over the weekend, or maybe you mess up and do or say something you regret), there’s still enough emotional capital in the account to salvage the relationship.

 

Building strong, productive relationships is one of the great joys of being a leader. This can’t happen if we’re always trying to rise above and stand out from the rest of them. We need to remember that we’re all followers. We’re all following the purpose our company exists for in the first place. Being able to do that, and do it well with people we care about, is its own reward.

 

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