“The key to successful leadership is influence, not authority.” ~ Kenneth H. Blanchard
We were recently in a small group discussion with a client. As is often the case, some of the participants had institutional biases that had to be peeled back, disarmed and redefined. The most significant was a reluctance to recognize the importance – and impact – of higher headquarters on local leadership. In other words, it was the inability to look at the larger macro-organization and those who influence the overall success of any business: better known as the objective big picture view & impact on the ground-level where we all work. Some leaders – in just about any room – can become myopic and preoccupied with the perceived boundaries of their own ground-level group. They can be hesitant to accept the notion that their people and their environment might also be influenced by those whom they report to as well.
Leadership is paramount to the success and function of any organization. Leaders not only make and communicate decisions, but they also set the “culture tone.” An employee’s job satisfaction and perception of an acceptable work-life balance is at-risk every time leadership drifts dangerously close to turf, stovepipes, and by-the-book micro-management instead of outside-the-box visionary leadership.
So, what is the real definition of leadership? Given our military backgrounds, the Sutherland Partnership subscribes to the United States Army Field Manual 6-22, Leader Development. Leadership is defined as "the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization."
Experienced leaders might already practice these principles, even if the exact words aren’t part of their own leadership mantra or lexicon. Here are two evolutionary concepts that are easy to visualize, but often harder to implement, especially when the big picture viewpoint and ground-level biases come into play: Leading Down and Leading Up. Think of them as two more considerations to add to your leadership techniques.
Leading Down: While perhaps simple to conceptualize, exercising effective leadership is challenging and techniques are varied and differ among individuals and teams. Managers often serve as the bridge that connects those they lead with those who lead them. Most people understand that direct leadership is the face-to-face or hands-on approach of first-line supervisors directing and empowering people to achieve goals and fulfill tasks. But next-level leaders tailor leadership styles and techniques to compliment and nurture individual or team personalities. This is the graft that links performance to culture. This comprehensive and collective focus builds an empowered organization working together toward a common set of goals and a desired outcome that everyone can visualize. Leading down is the momentum that inspires teamwork and individual achievement. In the military, this is what we call the “tip of the spear.”
Leading Up: Although not typically thought of as a component of traditional leadership, the “Leading Up” concept is the step to empowerment and buy-in. Leading up allows leaders to shape policies, processes, and goals of higher headquarters by influencing and informing senior leaders. By leading up, leaders communicate and put a face on the concerns and desires of employees to senior leaders. It gives managers the opportunity to shape broader policies and allows the macro-organization to tap into the culture and values of a unified workforce at ground-level. When done strategically, this often results in policies and processes that set the conditions for game-changing empowerment, efficient and effective work outcomes, and the flawless execution of standard organizational practices. Leaders can, and should, influence senior leadership to change and enhance their processes positively.
As a manager consider these outcomes if you tend to disregard the importance of leading in both directions:
1. Enhanced Business Practices: Leading Down and Leading Up will affect the overall organization and ensure the employee feels that their "voice" has been heard. The leadership bridge is built when you represent ground-level views to senior leaders. This bridge spans across the foundational bonds of trust – the bedrock anchors of reliability, truth, ability and strength – between leaders and those they lead. An added benefit of leading up is a measurable uptick in loyalty from staff to local leaders. Team members recognize that their leaders are willing to "go to bat" for key issues that impact the workforce.
2. Create Allies: Treat those you report to – and those who report to you – as valued allies. Leaders will find value in “selling” both ground-level teams and higher headquarters on the organization’s strategic plan. There is greater power to achieve – and potential to succeed – when all skins (monetary and otherwise) are in the game and all have an opportunity to play a role in the formulation process. The results will be business growth that capitalizes on, and leverages, all available assets.
3. Create a Reputation: A bad reputation of not being a team player is difficult, if not impossible, to overcome. Inclusive team players have no need to spike the proverbial football but rather bask in the celebration of team success.
4. Display Maturity: A mature leader understands that their people also work for their boss. It’s not enough to be able to get along with your boss and your peers. Your boss also needs to be able to get along with your people. Employee satisfaction and retention depends on it.
At Sutherland Partnership, Inc. we spend time working with leaders to address how they prioritize, delegate and communicate with those they lead and those who influence them. Be the bridge that connects the objective big picture view and strategy with ground-level tactics and success at the tip of the spear.
