When it comes to leadership, especially in high paced culture, getting to the root of the topic is key.
However, getting to the root becomes complicated when the climate for open and honest conversation is not established.
In light of this I wanted to share three observations that I have uncovered that seem to change this.
I believe these three unusual lessons could help you become an effective leader when it comes to cultivating a bond with any person or team.
Before we begin though, I want to highlight a key theme of authenticity. While some people lead from authority, I believe that authenticity is better in building trust and influencing people.
While authority can be paraded easily, authenticity is revealed slowly. Building affinity by engaging the team to build a relationship with them. I will explain more on this later.
Now for the three observations:
#1 – To accept when you were wrong, or simply say that you do not know enough on a topic.
As leaders there is this expectation that you must know or have the answer to everything – but that is impossible. Admitting that you don’t know something makes you more human and relatable to others.
It’s better to not know and acknowledge your limitations so you can learn, instead of posturing and seeming like a fool.
This also sets the tone for others to be honest so truthful conversations emerge in the culture.
#2– I learned from an article by Carter Gibson [Program Manager at Google] – it was the idea to encourage ‘Curiosity’ decision making instead of consensus.
I love this concept because it changes the traditional top-down approach of the leader-follower model.
Instead, the emphasis is on tapping into the team’s curiosity and channeling their energy to explore solutions naturally.
This would take longer because of the iterations of ideas and thoughts. Yet the outcome is worth it, because of the collective team ownership of a decision that is empowering.
The magic for a leader is in hosting the conversation to shape itself to let autonomy within the team arise.
The long term impact is the morale when the team itself is making its own decisions quickly.
Furthermore, it also means the gradual removal of you as the leader to be necessary for direction.
The team cultivates autonomy and a culture towards managing itself.
In short, the self-fulfilling cycle of a team that matures naturally and beautifully.
#3 – The final observation is also a personal one, but I believe has the ability to get to the heart of anyone.
That is making other people comfortable by dissolving the formal atmosphere.
The idea of formal interactions in the corporate setting creates friction for ideas and connection.
Of course, be respectful and within boundaries here, but by being vulnerable myself, it sets the tone for authentic conversation.
Nothing crazy, even a simple joke or light banter on a topic that makes people smile is enough to ease tensions and let quality conversation ensue.
Key point as mentioned before is the authenticity that this brings to the room. Being at ease and comfortable, while able to influence the same onto others – is a magnet for good conversations.
When people feel comfortable knowing that they will be listened to and their thoughts valued – harder conversations to resolve become the norm.
These three observations are a different approach to leadership that is led with the heart first. One that honors the human to human connection over the output focus only.
I question how people still don’t incorporate this and expect people to trust or follow them.
Perhaps these three observations are not as unusual as you think, but the small changes to your style of leadership do matter.
They don’t teach you this in a textbook, only from working with people over time do you notice these things
Try them and find out for yourself.
