Learning Exchange: Leadership Philosophy 101 September 24, 2008 What is it like to report to you?
By Karen Brill
An organization's set of beliefs about how to manage people is seen everywhere: in their approach to performance management; in their compensation practices; in decision-making; and in their organizational culture. This set of beliefs, known as the leadership philosophy, is often undisclosed yet seen everywhere in the workplace. Your organization's leadership philosophy is the foundation for all interactions with your valued human resources.
At two ends of the spectrum of what we believe about people are the opposing beliefs of:
A. Left to their own devices, people are not capable of working together productively and getting the job done (this belief is a close cousin of the belief that people are an expense and can be easily be replaced).
B. The great majority of people is perfectly capable, not only of working together constructively and well, but also is keen to do so. This belief gives rise to a commitment to hire the right people with the right skills and invest in development.
While no employer would readily admit to the first belief, employees too often experience practices that demonstrate an easy-come, easy-go approach to people. How do you know what leadership philosophy is being experienced by employees in your community?
Is your performance management system a disciplinary discussion masquerading as professional development?
Performance management is a process designed to set employee goals as aligned with the organization's goals, discuss progress, and plan development. In a high performance workplace, discussion on performance should motivate employees to learn and grow.
A manager shared an example of an employee who was not demonstrating acceptable customer service. She initiated a performance discussion with, "I have observed that in response to resident enquiries you often refer it to other staff rather than making an effort to resolve the issue yourself." This was the beginning of a powerful conversation that resulted in the employee being able to self evaluate and commit to change.
This kind of happy ending is fueled by the belief that people are capable and eager to do the work.
A common example of using performance management as discipline arises when a financial target is unmet. Is the follow-up in your organization a coaching discussion or disciplinary action? Is practical help offered or are employees left to sink or swim? If the performance management process is used as a way to discipline and terminate people, you are demonstrating the leadership philosophy of replacement over development.
Do managers tightly control decision making and activities of those whom report to them?
This looks like people at senior levels telling people what to think and not how to think. This has the added disadvantage of ensuring a lack of focus on the strategic direction of the organization.
An experienced supervisor recently told a story about a newly hired building manager who was missing every milestone in the plan to renovate a suite. Rather than hovering, or worse, picking up a paintbrush, she kept her distance and allowed the new manager to experience the process. This feels very risky yet micro management prevents others from learning and growing. It creates an environment of low self-esteem and sends the message that the organization does not believe their people are capable—ultimately a self-fulfilling prophecy.
Is there transparency in your compensation system? Or are salary ranges inconsistent and arbitrary? Where people are not valued by an organization, compensation is based on what individuals will take, and not aligned with competitive salary scales and pay grades. This is the short term thinking consistent with the belief that human resources are an expense and soon to be replaced.
• What's it like to come to work where you are?
A registered nurse who recently joined a new company, shared that when her boss let her know he appreciated her work, she was shocked. With her former employer she had never received any kind of recognition. This says bad things about their leadership philosophy.
• What do your actions say about what you believe about people?
In reflecting on your leadership philosophy, behaviors need to be assessed both by individual managers and by senior managers in the organization. A good starting point is the employee engagement survey if you care to ask the hard questions. Ensure that the survey gives plenty of room for comments and be prepared to hear the brutal truths.
Until next time…
Karen Brill is a learning and organizational development advisor and a regular contributor to Training Magazine. She can be reached at karen.brill@rogers.com.
RSS
