Some leaders undervalue the need for quality supporting staff. When things go wrong, people tend to point the finger at the leader, the guy at the helm. Although the leader is the main reason for the direction of any organization, the root of the failure can be surprising to some.
Nobody or very seldom can someone accomplish anything of significance by himself. A group of people, or a team, as we often call it in the sports world, is usually needed to obtain success. Choosing that team is where great leaders differentiate themselves from average or even mediocre figureheads. For one, leaders that exude confidence attract more candidates who will follow them, but most importantly they will welcome the strong candidates with open arms and will trust them with important tasks within the team. That trust in the supporting cast members will be returned to them tenfold and at the same time empower their staff resulting in a great culture. As a result, the organization will thrive and grow on a yearly, if not monthly, basis.
On the other hand, weaker leaders will have more difficulty convincing people to follow them. It’s a fact that human beings tend not to follow people they don’t trust. Also, less confident leaders push away strong-minded people. They usually say that they don’t “need” them, or that “they can take care of it themselves”. While from the outside, this can look like strong leadership, it’s quite the contrary. Weaker leaders are usually uncomfortable around strong-willed people, they don’t like to have them in their surroundings. Either because they’re intimidated by them or because they are literally scared to lose their position to them or to a lesser extent their authority. By pushing away strong people, they usually create a very low-key and quiet support team that has little or no drive to think outside the box and therefore, push the organization upwards. Although this creates an easier and more comfortable environment for the leader, nobody is striving for greatness, or challenging others. They just end up doing what they’re told, nothing more, nothing less. In this kind of “comfortable” culture, speaking up is discouraged or frowned upon, removing the all-so-important empowerment factor from the equation. This lack of empowerment typically erodes trust and renders success almost impossible.
In Daniel Coyle’s book “The Culture Code – The Secrets of Highly Successful Groups”, Mr. Coyle visited several organizations recognized for their good culture (San Antonio Spurs, Navy SEALS, Pixar, etc.). He concluded that a quality culture is something that is not “inherited” but something that needs to be worked on every day. He also found out that to achieve a healthy and productive group dynamic, you must create a comfortable environment, a “safe zone” in which everyone is comfortable sharing their thoughts. What struck me the most about this book is how important good culture is to success, it’s huge. If any group wants to be successful, it must have a good culture and clearly, this starts with the leader. The leader is responsible for creating an environment where trust and empowerment are at the core, and even if a member doesn’t agree with the leader, he will feel comfortable speaking up knowing he will be listened to and considered. Alternatively, without this type of culture, members will internalize and individualize their goals, making it very hard for the team to succeed.
In short, a strong leader will surround himself with quality, strong-willed people whom he will not only listen to but encourage to challenge him. It’s during these regular, sometimes uncomfortable, challenges that breakthroughs often occur, not in a comfort zone where everyone does what they’re told. Be bold, be confident, be a leader!
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