I once worked for a manager who was fully supported by her people. If she found one of her people was unfairly treated, or did not receive support outside the company, she would breathe fire. She was afraid of many, but those who worked for her felt we were protected from the horrors of the world. By chance, she would lose a battle, but it was rare and we knew she had given her everything she had. Like her subordinates, we would have done almost everything for her. We were absolutely loyal, first and foremost because she was loyal to us. I once saw her anger turned in, thankfully, I was not the recipient. The unfortunate victim had allowed her to advocate for a position based on bad information. She made it clear she could not be as effective if her credibility was corrupted and she was totally angry with us to make sure she had the facts. I know that a guilty person felt bad, as we did all. I noticed that she was dissatisfied with the situation inside and did not offer the offender as a sacrifice to solve her reliability.
What a powerful lesson! The manager completely hoped and received it. Not because she asked for it, but because she saw it as a bilateral street and she showed us the same loyalty to us. I have never forgotten this lesson and it has become one of the entrepreneurs in the years of the summit experience to follow.
Loyalty is generally a misused principle of leadership. Many leaders see it as a single relationship. They expect loyalty but do not see responsibility for the other way around. As leaders, our success is highly dependent on those we lead. Often, subordinates understand this better than leaders and if they do not think the leader will support them, they will not emphasize or take risks. Why should it?
So, how do you make loyalty among subordinates? People are complicated and everyone is different. But everyone has a few things in common. We all are like we think we are an important part of something and that our leaders understand the importance of what we do. This might be a little silly, but I've seen too many examples of leaders who do not understand the importance of subordinates. People also want to know that the boss is going to support them and want to work harder for someone they know will always keep their interests at heart.
It is natural for leaders to expect complete consent for their ideas and subordinate plans. It's a common mantra that when the boss has made up his mind, subordinate leaders need to support the idea as their own. Noble thought, but I've seen very few leaders who can really do that. I worked for one boss who expected us to support his ideas of ritual. At the same time his contradictory comments about his boss were almost funny. Few people can send a subordinate idea that they disagree with or contradict their own interests so that subordinates believe they are their own. Those who try often appear dishonest.
As a leader you will find yourself in a position that understands you with two options. First, you can deny. This tends to have a serious impact on your career but if the matter is so burdensome or such a diameter towards your values, this may be an action you must take. I recommend the following as a better action. First and foremost, take your concern and notice with the boss. Make this behind a closed door; It is not good to challenge the boss in front of peers or subordinates. I can not overemphasized this issue as it is important to develop the loyalty that is necessary to succeed. Sometimes you find leaders who do not want to hear opinions from you or someone else. In such cases it may be necessary to put your concerns in writing, in particular legal, ethical or security issues.
Once you've introduced your status, you need to support your boss. It's loyalty you owe him or her. It is to introduce the idea to your subordinates that I suggest you have shared wisdom and since I have found another approach to be much more productive. I've worked for people who use this approach and I've found it well in my own experience. First, submit the facts. Explain the idea, what benefits a boss expects and how he or she wants to perform. Tell them what your reaction was, the arguments you put forward and the bosses react to them. This is not a chance to speak disappointed or disrespectfully about the boss, but simply to present the facts. If your idea was changed because of your input, you would definitely point it out. Then tell your subordinates that you're supporting the boss & # 39; idea and in the process of finding good points that can benefit from the company.
Many leadership skills will tell you that my approach is a rite. It is not. In fact, I have found it to be more sincere because I was honest with the people who need to execute the orders. They know you are advocating and will be much more willing to help you make the concept of managers successful.