I once worked for a boss who was completely supportive of her people. If she felt one of her people was being unfairly treated, or was not receiving support from outside our organization, she would breath fire. She was feared by many, but those of us who worked for her felt we were protected from the horrors of the outside world. Occasionally, she would lose a battle, but it was rare and we knew that she had given it all she had. As her subordinates, we would have done almost anything for her. We were completely loyal, primarily because she was loyal to us. I once saw her wrath turned inward, though fortunately I was not the recipient. The unfortunate victim had allowed her to advocate for a position based on bad information. She made it clear that she could not be as effective if her credibility was damaged and that she completely relied on us to make sure she had the facts. I know the guilty individual felt bad, as we all did. I also noticed she kept her discontent about the situation internal and did not offer the offender as a sacrifice to redeem her integrity.
What a powerful lesson! The boss expected complete loyalty and received it. Not because she asked for it, but because she saw it as a two-way street and she demonstrated the same loyalty to us. I’ve never forgotten that lesson and it has become one of the bedrock principals in the years of leadership experience to follow.
Loyalty is a commonly misused principle in leadership. Many leaders see it as a one-way relationship. They expect loyalty but don’t see that responsibility the other way. As leaders, our success is largely dependent on those we lead. Often our team members understand this better than their leaders and, if they don’t think the leader will support them, they won’t put in any extra effort or take any risk. Why should they?
So, how do you engender loyalty among our team members? People are complex and everyone is different. But all have a few things in common. We all like to feel we’re an important part of something and that our leaders understand the importance of what we do. This may sound a little silly, but I’ve seen far too many examples of leaders who do not understand the criticality of subordinates. People also like to know the boss is going to support them and will work harder for someone who they know will always keep their interests at heart.
It is normal for leaders to expect complete acceptance of their ideas and plans from their teams. It’s a common mantra that once the boss has made up his or her mind, subordinate leaders must support the idea as their own. A noble thought, but I’ve seen very few leaders who can actually do it. I worked for one boss who expected us to support his ideas religiously. At the same time, his disparaging comments about his boss were almost comical. Few people can relay to subordinates an idea they don’t agree with or that is counter to their own interests in such a way that subordinates believe it’s their own. Those who try often appear dishonest.
As a leader you will find yourself in that position, which leaves you with two choices. First, you can refuse. This tends to have serious career impact but, if the issue is so onerous or so diametrically opposed to your values, this may be an action you must take. I recommend the following as a better course of action. First and foremost, express your concerns and reservations with the boss. Do this behind closed doors; it doesn’t do any good to challenge the boss in front of peers or subordinates. I can’t overemphasize this point as it’s critical to developing the loyalty necessary for success. Sometimes you will find leaders who are not interested in hearing any opinions from you or anyone else. In such cases, it may be necessary to put your concerns in writing, especially legal, ethical, or safety concerns.
Once you’ve presented your position, you must support your boss. That is the loyalty you owe him or her. It is in presenting the idea to your team that I suggest you part with common wisdom and it’s where I’ve found a different approach to be much more productive. I’ve worked for people who use this approach and I’ve found it successful in my own experiences. First, lay out the facts. Explain the idea, what benefits the boss expects to gain, and how he or she wants to implement. Tell them what your reaction was, the arguments you put forth, and the bosses reaction to them. This isn’t an opportunity to speak despairingly or disrespectfully about the boss, but to simply lay out the facts. If the idea was modified because of your input, you definitely want to point that out. Then, tell your team you are going to support the boss’ idea and, in the process, find the good points that can benefit the organization.
Many leadership experts will tell you my approach is a sacrilege. It isn’t. In fact, I have found it to be more sincere because I was honest with the people who have to carry out the orders. They know you advocated for them and will be much more willing to help you make the bosses idea a success.
Bob Mason is dedicated to leadership development. He works with companies to solve problems by helping supervisors and managers become more effective leaders leading more productive teams. He is a professional speaker and author of Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership; The Art of Not Motivating: How Leaders Can Succeed by Understanding the True Nature of Motivation; Balancing the Generations: A Leader’s Guide to the Complex, Multi-Generational, 21st Century Workplace; and Planning to Excel: Strategic Planning That Works.
A 30-year career in the U.S. Air Force exposed him to great leaders and leadership opportunities such as command of four squadrons, including the Air Force’s largest munitions squadron. He has studied leadership extensively, but more importantly has been there, working with real people, making hard decisions, and experiencing the results.
Contact Bob at Bob@BobMasonSpeaker.com or 505-453-5266
