Employees know the drill: They’re expected to deliver specific results for which they’re compensated. The better they perform, the more likely their careers will advance.
When they understand what matters to their bosses, they can perform with minimal uncertainty. Bosses who aren’t clear about what drives their leadership and who act inconsistently give their employees a stomachache.
Use organic principles.
There’s so much written about leadership (a lot of it really good) that it’s hard to get our practical heads around it all.
Clearly, the higher up we go in the organization and the broader our accountabilities, the more complex and strategic our leadership requirements. The closer we are to work output, the more linear and tactical it is.
No matter our level, leadership includes:
- Principles—our core beliefs about what good leaders do; the standards that drive us
- Traits—the distinguishing features marking the way we lead, like courage or optimism
- Behaviors—our conduct, specifically the actions we take to get results like building partnerships or making timely decisions
Role models (family members, coaches, bosses) are often how we first learn about leadership. But those people aren’t us. We’re unique. What drives our way of leading is a reflection of what we value—our principles.
Step 1: Get clear about the principles that underpin the way you lead. You can’t lead consistently when you’re confused about what you value. Your principles are your daily guide and are tested when you face tough decisions.
Step 2: Write your principles down and share them with your employees. That includes talking to them about why each principle is important to you. Let employees ask questions and generate clarifying discussion, so that you understand each other.
Hold yourself accountable.
If we are true to our principles, we’re willing to go to the mat to protect them. Here are some examples and what they require of leaders who own them:
Principle: I believe that all employees should be treated with respect, patience, and consideration.
- I will intervene immediately where there may be bullying, harassment, and discrimination.
- I will listen and consider all feedback from employees, including differences around performance appraisal, hiring/promotion decisions, and personal requests.
- I will make time to meet with employees face-to-face, when requested, to hear ideas and provide information, providing actionable direction.
Principle: I will assign accountability for results, delegate responsibility and authority, and support progress by removing obstacles as appropriate.
- I will allow employees to succeed or fail in the assignments they own, not “rescuing” a faltering assignment, but offering support and direction.
- I will not micro-manage delegated assignments.
- I will treat employees as professionals by empowering them to manage their assignments, using my position to help them overcome obstacles as needed.
Principles abound. You just need to focus on the ones you know will help you lead more effectively in the situation you and your employees share.
You can write principles about:
- Vision and strategic direction
- Employee engagement and group problem-solving
- Achieving business and individual goals
- Employee growth and development
- Mistakes, code of conduct, ethics and integrity
- Teamwork and trust
- Can-do attitudes, collaboration, and sense of humor
There is no leading without followers. You need to develop principles that motivate your employees to follow because they share your core beliefs and see the reward in them.
Your principles let your employees know what they can expect of you, particularly when the chips are down.
When you compromise your principles, you sully your relationship with your employees. Each time to stand by them, you strengthen it.
Please take some time to whip up a batch of your principles. Then serve them up with a cold glass of milk! Enjoy.
Photo from Matt McGee via Flickr