Advocating: a leaders muscle


It is an important challenge to address, and I’ve learned the hard way, that the most powerful advocate for the team is the Leader; the most likely to be out of touch with the will of the group is also me, the Leader.

My enemy is my growing emotional intelligence, which will lull me into believing I am super connected to the zeitgeist when more likely I am growing more influential and powerful which means there is no question that many are beginning to tell me exactly what they think I want to hear. The Emperor is beginning to have New Clothes!

If you take the study of leaders and leadership seriously (highly likely if you are reading this!) are beginning to learn that your experience and growth in part depend on an instinctive intuition, your growing inner compass helping you be more and more effective as a leader – but my experience is that it is exactly this that starts you on a fork from what is really going on in the team.

  • As a wiser soul you spot this and embark on a tactical set of methods to keep your connections
  • Informal chats with co-workers at ‘off duty’ numeral ground, the coffee pot, the corridor, the lunch queue
  • skip level one to ones
  • Listening tours
  • Office hours
  • Employee polls
  • Formal feedback tools

But it is all a waste of time if you have already decided, are not actually listening or even if you are listening slip into post rationalization as a method for proving your intuition was right all along.

It is important to know what is on the mind of the group and not because you should parrot it. That lacks authenticity and I am not a fan of the concept of ‘servant leader’ (not because I am not a fan of the excellent and nurturing shepherd) but because I believe leadership is more than administration, requires risk and inspiration, creativity and failure making the shepherd role necessary but not sufficient for great leaders. It is important because of the critical role of advocate. To trust and to follow you your constituents need to know you will advocate for them with fairness, equity and consistency. How can you do that if you don’t know what matters?

As well as not parroting, you are not seeking popularity – if you learn what the group believes and you know it to be wrong, mistaken, misguided still you must stand against it, offer another way while giving the belief validation and representation anyway.

To hear and not listen is about as stupid as a leader can be. Exercise your advocates muscle every day. Go! Start now..

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how people and leaders embrace corporate change (or not)


change = opportunity; If you are not willing to fail, you won’t get very far.

All very easy to say but so much harder to do. I like to differentiate my blog as practical tools and coaching for leadership, so here are some thoughts on how people deal with change.

In my experience there is a 3 stage process that folks typically go through
1) can I simply ignore this?
2) who won, who lost?
3) what now (for me)?

1) in figuring out if this is something that can safely be ignored, the organization is viewed in hierarchy terms – did we shift the chairs on the deck of the Titanic? Are we addressing something fundamental and acknowledging a revolutionary change in direction? are we dressing up ‘status quo’ as change? At it’s most basic “so what?” needs an authentically compelling answer.

As leaders driving change – answer these questions with integrity, and perhaps revise your change plans accordingly! the default for all our staff is to find a way to safely ignore the change. Just because you sent email, held all-hands etc. Do not fall into the trap of thinking you have communicated change – you merely broadcast it.

2) Who won? Who lost? I’ll leave it to qualified analysts to explain the Psychology but I know for sure this is the most vigorously debated around the water cooler and between the thought leaders in your teams. Don’t shy from this fact. Folks make accurate judgements about leaders who pretend a loser won. Thank someone for their hard work, dedication etc if that is true – but anything more is nauseating and will mark you down from potential followers perspective.

Mine for opinion here, you might find an opportunity to correct miss-perceptions or amplify correct assumptions. The bottom line here is that the decisions the organization makes are a clear indication of prevailing culture and intent. For better or worse, pay attention to that fact.

We are often too squeamish to call out the winners – yet, our tribes like to be on the winning side – I mean, who doesn’t? so set up your new leads or strategy guardians for immediate success by identifying their wins and successes in recent work and influence. Help establish their constituency.

3) What now? Critical question, but be prepared to answer “what’s in it for me?” at a micro level. Yes, as a leader you need to be able to talk at a macro level, say “share holder value” for example, but truly great leaders will personalise the message so that every single individual feels like they are on the vital mission of the corporation. Impossible to over invest in the importance of this last piece and it takes a lot of energy from the teams managing the change – but, if you can tell the story of “what’s in it for me?” at the most atomic – your changes will be compelling and sticky.

When you fail to properly tackle any of the above you invite folks to ignore the change you hoped to drive, worse, you reinforce their ability to do so with weak or low authenticity messages.

A more general observation here would be to avoid grand sweeping statements of change if for the audience you are addressing, not much in their day job changes. Again, you must bring rigor to your change in clearly identifying who there is going to be a change for and not get carried away in your own importance by implying that shuffling the pack will create a new suit or extra picture cards etc etc.

Finally, most change is long overdue – so all the above not withstanding, go! start now.

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