Masking or hiding issues from a leader can be the
cause of embarrassment for her at the very least, or result in a major
conflict. Yes, associates should be empowered to take on tough issues and solve
them on their own, but they should also be held accountable for letting the
leaders know what’s going on. The best way to avoid this dilemma – foster a culture
of open communication. In organizations where the leadership is courageous,
it’s not unusual to have a “speak-up” culture where everyone embrace
accountability – holding themselves and each other accountable for actions or
inactions that are counterproductive to the team and the organization.
Consider the CEO who is very approachable. He walks
around, talks with people in all departments and asks “What can I do better?”
He’s vulnerable and invites feedback. He expects that his leadership team members
do the same. There are no formal 360 evaluations. Rather there is honest
feedback and dialogue that is listened to and acted upon.
How does this CEO foster courageous leadership in
his organization? First, and most importantly, he builds trust. One way he
accomplishes this is to take the feedback he receives seriously. If it’s
something that can be acted upon, he does so quickly. If a team member makes a
suggestion that can’t be implemented, he’ll explain why. He never dismisses
suggestions nor makes other people feel vulnerable.
He also communicates early and often. He lets
people know what their roles entail, how each role supports the organization’s
goals and values, what successful performance looks like including outputs and
results, and how successful performance positively impacts the organization.
This CEO’s communication style is direct. When he
discusses expectations, he describes exactly what needs to happen and why. “Our
goal is to increase sales by 30% in the coming fiscal year with 15% coming from
existing markets and an additional 15% from new markets. Sales will have to
work closely with marketing to develop a plan for expansion. That plan must be
in place 45 days before the fiscal year begins.” His expectations are precise
and realistic. The deadline is clear and the actions are essential and
manageable. People know where they stand and what they have to do.
When expectations are clear, the likelihood of
conflict arising diminishes. Rather than waste time and energy being confused and
frustrated, employees have a clear path to follow. They know that they can and
are expected to bring unforeseen issues to anyone in management as early as
possible so adjustments can be made. Embedded in the organization’s values are
trust and respect for all. They achieve this by expecting active employee
participation in issues, mutual problem solving and goal setting, and
transparency. People are not afraid to engage in dialogue, question goals,
tasks or expectations, nor ask for clarification.
Our CEO’s open attitude fosters an environment of
continued improvement for the employees and for the organization. An open
culture that encourages feedback and accountability will engage, motivate and
retain good talent – a goal every organization should strive to achieve.
This article originally appeared in the CEO
Magazine on October 22, 2015
