Here is another quick measure of the skill of a leader.
How People Treat Each Other
You can tell the caliber of a leader instantly when you view how people in the organization treat each other.
A good leader insists on constructive and helpful behaviors that model high trust and even affection.
Some people believe the word affection is too strong for the working world. I disagree. Groups that work for a great leader learn to really appreciate each other for their good qualities.
Affection does not mean that everyone always gets along with no quarrels; that would be a phony environment.
Just like a family, people will eventually find some things that cause friction, but there is sincere affection behind any tension that shows trough as people work to resolve differences without doing emotional damage.
At home, people can irritate each other while still embracing a mutual love that transcends the petty annoyances. The same concept should apply at work.
Left to their own devices, people working in close proximity to each other have a remarkable ability to drive each other crazy. Great leaders teach their people the skill of disagreeing without being disagreeable. This vital skill is often overlooked in organizations.
Where leadership is weak, squabbles between people lead to childish behaviors that can cause permanent damage to relationships. It is easy to witness this in most organizations.
As Lou Holtz observed, “you can find a thousand things to not like about somebody but you need to look for the things that you do like, that support the team effort.” In an environment of support and affection is is easy to become a close knit team that is hard to beat.
Great leaders insist that their group generates a set of specific behaviors. It is important to be able to point at these things and call each other when the behaviors are not being modeled.
The leader always works to model the behaviors and actually verbalizes them frequently. It may sound like this, “Thanks for your comment Frank, I appreciate how your words supported Mary’s effort because that is a value and behavior we cherish in our group.”
Here is an example of a list of behaviors from a team I managed several decades ago.
- When in conflict, we will try to see from the other person’s perspective
- We will not leave our meetings with “silent no’s”
- We will act like adults
- We will build an environment of trust
I am not suggesting that other groups adopt this set of behaviors. Rather, I am encouraging leaders to work with their group to identify some key behaviors they intend to follow and will hold each other accountable for following. The team must own the behaviors, and it is a leadership function to ensure that happens.
Watch for the signs of a group that, while there are differences, handle those disconnects in a mature and loving way. A group like that is being guided by an excellent leader.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at firstname.lastname@example.org or 585-392-7763.