LIFO® Leadership Revisited

Allan Katcher, Ph.D.

Galileo said “You can’t teach a man anything – you can only lead him to find it within himself." While this may not be true for all learning, it seems to fit our discussion of what kind of leadership would be most effective for the information- and technology-driven businesses of today.

According to research, leadership that is most influential with today’s professionals is likely to have the following characteristics:

1. Offer sound rationales. Give sound rationales when you assign tasks.  It is difficult for people to commit their energies when task assignments appear arbitrary, don’t make sense, contradict what they know, or there is no time to discuss (debate) the issues involved. Today's employees are usually college graduates with a high degree of professional training. While they may do things that are asked of them regardless, they do not do them with full commitment without convincing reasons. I recall an experience at the then Douglas Corporation, where my boss had asked me to do something I thought was ridiculous, in the light of current knowledge of organizational behavior. I told him, "it doesn't make sense." He told me, "Do it because I asked you to." I asked him, "Why?" He said, "Because I can fire you if you don’t." I replied, "You don’t understand professional people -- they will do things willingly if they understand why and concur. I cannot do what you ask. Please feel free to fire me -– I can always get another job!" Perplexed, he said, "Well – don’t do it, but don’t tell me you didn't do it!" He did not appreciate what is dear to the heart of every professional but was smart enough to recognize he could not win with his older concept of what was right, based on a world where people weren't supposed to think but simply do.
2. Ask others for input. Ask staff members for their opinions on complex issues, especially when they are knowledge-dependent. Followers respect a leader who involves them and listens to what they have to say, even thought he or she may decide that their suggestions and objections are not convincing.
3. Demonstrate competence. People like to work for a leader who is knowledgeable and has some evident competence in their fields. They also like accessibility to review troublesome matters -– to benefit from your expertise.
4. Show genuine interest. People like a leader to show sufficient interest in their work to contact them, discuss matters, and become involved with progress and outcomes -– without becoming so involved that they feel constantly supervised and insufficiently trusted.
5. Provide autonomy. Many employees, especially porfessional, prefer functioning with a high degree of autonomy. They like the freedom and authority to do what is necessary to get the job done, without constantly having their work checked or having to win approval for operational details. 
6. Communicate clear goals. Define your organization's goals clearly and vividly. As Peter Drucker says: "The one thing that distinguishes a manager (leader) from others is the ability to sell the vision of work to others."
7. Keep followers informed. Frequently update your followers with corporate and project information that affects their work. Provide warnings of changes in the works, contracts and new developments, especially in rapidly changing business environments.
8. Be fair and equitable. Be fair, listen to multiple points of view, and assure equal chances for opposing views to be heard. Avoid making decisions that seem arbitrary, one-sided, or autocratic. Deal with people equitably and operate according to a consistent set of principles. Treat people as adults, not children.
9. Acknowledge other's contributions. Honor others' efforts and contributions -– not only individual, but team contributions when appropriate. Translate your acknowledgment into meaningful rewards, especially when people feel they have a stake in the outcome.
10. Celebrate accomplishments. Celebrate accomplishments when projects end to make sure that people know their efforts have been appreciated.
11. Give people time to think. Recognize "think time" – opportunities to discuss matters with others, to see interdependencies, to open up areas for new views.
12. Act decisively. People look to a leader to make firm decisions and then take action, especially concerning big issues.
13. Support higher management. Support higher management in gaining resources, in defending decisions, and in in gaining hearings for new proposals and ideas.
14. Tolerate errors. A willingness to admit your own mistakes creates an environment where others can more easily correct theirs. Hold people accountable for creating solutions, rather than punishing or embarrassing them for making mistakes. Much valuable learning takes place through experimentation and error. If you tolerate mistakes, people won't feel they have to defend their errors and hence will be able to fix them more quickly.
15. Communicate an inspiring vision. Above all, inspire others with a vision of the broader meaning of their work. Create a strong sense of the value of what must and will be done.
16. Be sensitive to individual differences. Be empathetic and aware of individual differences. Learn how to communicate meaningfully with everyone in their own terms and according to their needs and interests, not just your own. An effective leader reaches all kinds of people. Such empathy may be especially important when projects terminate, people are assigned to new teams, new members are added to a team, or major changes will occur in the organization.

To be sure, different followers will respond to some of these characteristics more than others. Each person's style influences the kind of leader he or she is most willing to follow. You can only lead some people by being a bold and commanding leader; if this is your only style, you are likely to create resistance and lack of compliance because some people will see you, at least occasionally, as autocratic or domineering.

For example:

• People who prefer the Conserving Holding style want to work for a leader who is organized, provides structures for work, is objective and calm, pays attention to details, requires complete staff studies, and follows up systematically on progress.
• People who value the Controlling Taking approach want a hands-off leader, one who values results but does not control processes. They expect a leader to communicate openly and directly and to reward them for successful results with new opportunities and challenges. They want their leader to make swift decisions and to implement plans rapidly. They don't want their leader to be overly involved in operations or even to expect much operational detail unless results are not according to what is expected.
• Those who prefer the Supporting Giving orientation are inspired by visionary leadership. They look for meaning and significance in their work. They want to know how their actions will benefit the community, the environment, and the world. The expect a leader to act with integrity, to support organizational learning and personal development, and to be considerate of others' needs and goals.
• People who prefer the Adapting Dealing orientation are energized by a leader who is friendly and sociable, makes personal contact with each staff member, provides frequent praise and acknowledgment, and makes people feel that they are on the forefront of their fields. They are excited by a leader who is enthusiastic about exploring possibilities, demonstrates flexibility in planning, and fosters consensus decision-making.

As a leader, you have certain assumptions about what makes you effective. You probably assume a good leader leads in the way that you like to be led. No doubt your organization also has some cultural biases about effective leadership. Yet not everyone is likely to respond as you do or according to the norms of your organization. It is therefore important to review your own experiences with “followership” and clarify your assumptions. This won’t make you a good leader, but it is a fine beginning. Once you recognize how you think a leader should lead, you'll need to expand your leadership style so it embraces additional value and includes a wider variety of effective leadership behaviors.

As a guide, two LIFO® principles are important to keep in mind:

• Follow The New Golden Rule: The Golden Rule is an important moral precept, but it is not a very effective guide to leading others. Don't "Do unto others as you would have others do unto you." Insteadm follow the princple, "Do unto others as they want to be done unto."
• Results can be accomplished in many ways. Don’t focus your control efforts as much on the process as on the ends. Let followers do things the way they prefer, so long as they clearly understand the outcomes you expect and are meeting your expectations. You'll need to get accurate performance measures early and regularly but, as a leader, intervene only when outcomes are not satisfactory. (Of course if you are also a manager, it is your job to ensure compliance with operational plans and procedures.)

Constantly evaluate your leadership, checking to see if your impact on others is what you intend and broadening your repertoire of behaviors so you can manage your leadership according to the situation you are in and the people you want to lead. Leaders are not born – they are made. Good leaders are constantly in a remaking process.

Copyright © 2006 by Business Consultants Network. For use only by licensed LIFO® Trainers.
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