Very early in my career I was exposed to a few managers that weren’t very nice. They treated the junior staff with little respect and didn’t really take an interest in our development or our ideas. They were likely treated the same way by their managers so took promotion to be their turn to mistreat others.
I told myself that when I became a manager I would not behave in the same way.
I have been in supervisory positions since 2006. I didn’t get everything right 100% of the time with all of my staff, especially in the early days. However, the one thing I’ve been consistent with is to always try to apply The Golden Rule and treat people as I would want to be treated.
I’ve had people tell me that I am sometimes ‘too soft’, ‘too democratic’. Well, I refuse to believe that the ‘it’s my way or the highway’ method is the most effective. That could be a good approach if you’re an army general in the middle of a war, but it’s not the way to go when you are working in a corporate environment with a team of professionals.
What is positive leadership?
There is a very comprehensive article on positive leadership on PositivePsychology.com but in this blog post I am summarising my take on it. Please note that this is based on things I’ve done well but also mistakes I’ve learned from. It also includes behaviours of some of my former bosses that have inspired me to be a better manager.
In my opinion, being a positive leader doesn’t mean you are a push-over or a doormat. It means that you take a genuine interest in others, building their confidence and capability, and prioritising long-term results over short-term gains as much as possible.
Yes, barking out orders and focusing solely on tasks is quicker. Being ‘nice’ takes more time and effort. It can even be draining for the leader.
But isn’t your team worth the investment? Isn’t it the right thing to do?
How to be a positive leader
Expect high performance but first set the bar high with your own performance. Define for your team what high performance looks like, if it hasn’t already been formally defined by the organisation, and model this behaviour. For example, don’t expect them to provide excellent client service if you’re not doing the same.
Expect staff to add value to each process or transaction. Empower them by teaching them to solve problems and think for themselves. Encourage your team to deliver solutions and advice rather than just information.
Invite their input. Everyone has something to contribute, regardless of their title and years of experience. No, we don’t want anarchy and in a corporate environment it helps to know who has the final say, but that doesn’t mean that others can’t provide input along the way. Also, show them respect by closing the loop and explaining why you took a certain decision in the end, where appropriate.
Expect staff to work well with others and treat people with respect. Model this behaviour at all times. Talk about team values and what kind of behaviour this requires. Better yet, ask them to come up with examples and ways to promote the behaviours.
Expect them to take an interest in and responsibility over their own career. You can support their journey with training and mentoring, but they need to figure out where they want to go first. Unfortunately, this will sometimes require supporting your best talent in finding better opportunities outside of your team.
Build a team culture where people are comfortable owing up to mistakes, asking questions or seeking help. This will do wonders for their wellbeing and job satisfaction. No one is perfect and no one will get everything right 100% of the time. Model this behaviour by owning up to your own mistakes.
When someone else makes a mistake, be quick to address it by discussing it with them and seeking to understand the underlying case. Maybe they need more training, maybe your instruction was unclear.
Of course, if it’s something illegal or a material violation of a policy, you will need to model behaviour for the rest of the team by addressing it swiftly and as required by the organisation.
Have the confidence and humility to be vulnerable with your staff. No one can be good at everything and that’s why you have a team. Don’t try to cover up your faults by being dismissive with your staff or undermining the skills that you don’t have. If a staff member has a natural ability you don’t, make them aware that they complement your skill set and that you appreciate their support and contribution.
Focus on motivating as opposed to solely directing your staff. When assigning something, explain the background, how it aligns with the big picture, how their work will help others or achieve results. Teach your team to take pride in doing a good job. Show them your appreciation and celebrate their achievements.
Consider yourself part of the team. This means that you are prepared to pick up some of the slack, roll up your sleeves when things need to get done and manage client expectations when needed. Show your team you have their back.
In conclusion, as a leader, try to play the long game. Invest in and try to bring out the best in people. After all, isn’t that what you want from your own boss?
Any thoughts?
Have you applied any of the above as a leader? Which did you find most effective? Contact me and share your thoughts.
Thanks for your time.