I have been thinking about components that help create responsible leadership – leadership characterized by integrity and attractiveness. All too often, leadership styles tend to talk integrity and attractiveness while delivering very little of either. Many times when confronted with daunting challenges, leaders resort to coercion, intimidation and blame shifting in order to accomplish the task – none of which serves to endear the leader to his or her subordinates. As a result, companies, families, work groups or organizations may find themselves distrusting, disgruntled and sometimes dismantled. What is a leader to do to avoid “Dis” type of outcome?
In the process of pondering the question, two areas emerged that appear foundational to responsible leadership. I have fondly addressed them under the label, “Response-Ability Leadership.” Follow along with me here.
The first area in which “Response-Ability Leadership” may be contemplated lies in communications. We all know how miscommunications can create all manner of unpleasant outcomes at multiple levels of interaction. All too often, the one “in charge” – the leader – falls into the trap of shifting responsibility for miscommunication to the receiver(s) of his or her message. You know this has happened when you hear phrases like, “You totally took that out of context!” “You just didn’t get it, did you?” “I can’t believe you can’t see what I mean here!” You get the picture – more often than not, a strong YOU statement issues from the leader, shifting all blame or responsibility for the miscommunication to the receiver.
The first principle of Response-Ability Leadership is that the leader must take ownership of all communications that issue from his or her office or position. Following are some points to ponder on this first principle.
The Response-Able Leader must assume that the clarity of the message lies with the communicator and not the receiver. If I am the one sending a message, directive, order, statement of vision, etc. then the responsibility for clarity begins and ends with me!
- When problems with miscommunication arise, the Response-Able Leader must first ask questions of self such as, “What did I want to say or communicate? How did I say it? What parts of my message could have been clearer? Where is the disconnect occurring? How is my intended purpose being carried out – if at all? In what ways could I make my message more precise?
- Next, the Response-Able Leader needs to go to the receiver(s) of the message and ask questions like, “Would you mind helping me out with a problem I’m having? Something in my most recent communication must not have been as clear as I intended. What did you hear me say or ask? How clear was the communication? I am seeing a disconnect from my intent and the current implementation or intended outcome. Would you mind providing any insight about what is keeping my intent from being implemented as desired?” (It might be a good practice for the Response-Able Leader to take along a pad and pen for note-taking purposes).
- After receiving feedback, the Response-Able Leader must re-state what was heard from the receiver(s) to make sure he/she understands the feedback.
- The Response-Able Leader must then acknowledge any needs or concerns that might have been expressed by the receiver(s) and express thanks for the feedback/input.
- Following this exercise, the Response-Able Leader will return to the drawing board and re-fine the message for clarity.
- Finally, the Response-Able Leader will re-issue the communication, taking responsibility for the message and thanking – by name – those who provided feedback and assistance in clarifying the message.
The second principle of Response-Ability Leadership is that the leader must take ownership for mistakes. This is the tried and true statement, “The buck stops here!” Let us face it, admitting mistakes – taking ownership for missteps – is not fun! Making a mistake can be a humiliating experience. I once had a mentor say, “The only true path to humility is through experiencing humiliation.” Perhaps there is more truth to that statement than we care to admit. Regardless, the Response-Able Leader owns mistakes. Following are some steps the Response-Able Leader takes when owning a mistake.
The Response-Able Leader readily admits when a mistake has been made and stops the processes associated with the mistake to the extent possible.
- The Response-Able Leader then examines where the mistake(s) took place.
- Next, the Response-Able Leader reveals to all stakeholders what has happened and invites input to address the issues associated with the mistake(s).
- The Response-Able Leader leads the stakeholders in proactive steps to correct the course outlining the plan to do so.
- The Response-Able Leader publicly acknowledges those who provided input to help address the issue(s) related to the mistake.
- Finally the Response-Able Leader leads his/her group to move forward as a result of the processes of reconciliation (taking what was hoped and reconciling that to what is) and integration (carrying the balance of lessons learned, communications shared and visions clarified with them as they continue to meet the challenges inherent to their joint tasks).
In summary, this approach to leadership:
- Opens lines of communication,
- Models “response-ability” communication for those you lead,
- Creates a “non-blaming atmosphere,
- Nurtures best thinking practices among all group members,
- Serves as a natural filtering system for building teams of like-minded people – those who cannot or choose not to follow these principles naturally weed themselves out.
What do you say? Shall we give these two principles a shot? Whether you are a CEO, teacher, counselor, business owner, organization president, parent or administrator, Response-Ability Leadership deserves attention! We just might begin creating more Response-Able Leaders as a result!
I hope you’ll stop by my website www.markehundley.com to read how I might be able to help you or your group create, establish or enhance your leadership and/or communication structures!
