There is one leadership trait that stands head and shoulders above all others when it comes to one's leadership maturity. And it is, unfortunately, way too rare. You may think you have it, but the test is whether those you lead believe you have it. They know. Leaders often do not know.
Here it is: I call it a commitment to Robust Dialogue in which any issue can be discussed, with the exception of a personal attack or hidden agenda.
Let me illustrate. Staff instinctively know where they can or cannot go with their leader. I remember a situation where the organization I was a part of was short of funds, and the senior leader was using crazy amounts of money for his pet projects, which were not mission-critical. Few were willing to call this issue out on the senior team and ask the relevant questions out of fear that the senior leader would take offense (and he would have).
The senior leader was out of the country during one of the Leadership Team meetings, and the subject came up with a candid dialogue about this issue. I asked the team, "Are you willing to have this same conversation with the senior leader in the room?" The team members just looked at me, and no mention was made upon his return. They knew they could not go there with the senior leader.
What dynamics did this reveal about the senior leader?
One is that the team had a culture of fear. They feared speaking up on issues they knew the senior leader was unwilling to discuss.
Two: This was the case because the senior leader was operating from a place of deep personal insecurity and was unwilling to allow open and candid dialogue about this and many other issues.
Three: This resulted in many important issues not being discussed, ultimately resulting in a net loss to the organization regarding effectiveness, transparency, and the ability to dialogue openly. This was all due to the leader's poor emotional intelligence.
The maturity of a leader can be directly determined by their willingness to have candid and robust dialogue on any issue relevant to the success of the team or the organization. The best leaders both allow and encourage open and candid discussion around important topics because they know that it is in the context of open dialogue that the best solutions are found. They do not fear being challenged but, in fact, welcome it.
Do you encourage open and candid dialogue as a leader? Do you foster an honest exchange of ideas, and are you willing to be challenged by your team members? If the answer is no, what are the insecurities holding you back? Why are you afraid? Are you fearful of not getting your way or having all the answers? Whatever the fear, it is about your insecurities and impacts your leadership.
For many years, I have lived by the philosophy of nothing to prove, nothing to lose, and nothing to hide. When we have something to prove, it is usually that we are correct (and therefore in competition with those around us). It is about ego! When we have something to lose, it is generally our pride (admitting we don't have all the answers and need others). We don't like to look weak. And when we have something to hide, it is generally our insecurities, which ironically are well-known by those around us even though we try to hide them.
The alternative is a life of radical transparency unencumbered by a need to prove ourselves. We choose humility over ego and do not worry about hiding our insecurities or weaknesses, which others know. That leaves us free to treat people with dignity, honor, and respect, listen well, collaborate rather than compete, and pursue a common mission collegially. Free of the need to manage our image, we are able to serve those around us rather than serve ourselves.
If you want to know how well you are doing, simply ask your team how open they perceive you to be and whether there are issues they want to address but don't feel they can. It may take some time, but keep asking for the last ten percent. Then, listen, don't react, and foster a culture of Robust Dialogue.
No comments:
Post a Comment