LEADERSHIP: WHAT’S IT LIKE TO WORK FOR YOU?

Published: 2010-09-13   please add a comment below

Professor Sutton says bosses matter. Why? Because “95% of all workers have bosses, are bosses, or both … and … for more than 75%, dealing with their boss is the most stressful part of their job.” So, what would your people say of you? And, what can you do to improve? Here are seven pointers from Professor Sutton. They’re a bit cynical but have the tang of real-world experience.

Taking control

• Express confidence even if you don’t feel it. As Andy Grove said “part of it is self-discipline, and part of it is deception. And the deception becomes reality.” Belief follows behaviour! In my years of working with leaders, some of the best (particularly in tough situations) have relied on this strategy – and won through.
• Don’t dither. Uncertainty frightens people – and quickly undermines confidence. Sutton’s advice is blunt: “crisp and seemingly quick decisions bolster the illusion (and reality) that you are in charge.” Get things moving. Often, any decision is better than none.
• Get and give credit. As a leader, you’ll get more than you deserve when things succeed – that comes with the role; just as you’ll cop most of the flack if things fail. The great leader downplays his or her role in success.
• Blame yourself. If something goes pear-shaped (as can happen), then shoulder the blame – that is leadership at its strongest. The dividend is counter-intuitive: I’ve seen leaders increase their reputation by showing this type of courage. And, Sutton puts it nicely: if you don’t admit to having the power to break things, how can you have the power to fix them?

bolstering performance

• Provide psychological safety. Make it possible for people to innovate, produce and, also, fail. I call to mind two clients, who completely negated this and wondered why none of their people would speak up, let alone offer a contrary opinion.
• Shield people. Deflect mental and emotional stuff being dumped on your team unnecessarily – whether by headquarters, regulators or others. I remember a regional CEO saying that keeping “New York” from overloading his senior people was one of his key roles.
• Make small gestures. For example, say “thank you”. Simple but powerful.

Two final quotes: “the best and worst bosses alike suffer from weaknesses and blind spots. Such is the human condition. Yet the best are aware of their flaws and work to overcome them.” The takeaway? Ask yourself (or better, ask your people): “what does it feel like to work for me?”

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®