The Leadership Freak Code of Leadership
Leaders without a code follow the course of least resistance. Life becomes unstable, stressful, and frustrating.
Leaders without guiding principles are undependable followers.
Power:
Your leadership code is the foundation of decision making.
Guiding principles enable leaders to take the long-term perspective. Apart from guiding principles, the course of least resistance or quick results is the obvious choice.
The code: Treat people like volunteers.
The first thing that came to mind when I thought about my personal code of leadership was something Peter Drucker said.
“Accept the fact that we have to treat almost anybody as a volunteer.”
Paychecks aren’t permission to treat people like slaves. Demanding obedience is despotism, not leadership.
10 ways to treat employees like volunteers:
- Honor the person over what they accomplish. People aren’t tools.
- Receive permission to hold people accountable. Define accountability with employees, not for employees.
- Allow others to hold you accountable. Holding people accountable is a two way street when employees are volunteers.
- Acknowledge that excellence is a matter of personal character not coercion.
- Show gratitude for hard work. Forget about their paycheck if it makes you ungrateful.
- Remember fulfilment matters. Volunteers look for meaningful contribution. Explain purpose and mission over and over.
- Protect teams from deadweight. Make work easy by eliminating unnecessary baggage, laggards, and bureaucracy.
- Act with respect at all times, especially during tough conversations.
- Connect more.
- Recognize passion.
Bonus: Serve them while they serve the organization.
Transformation:
The way you view others transforms the way you treat them.
Leadership attitudes change when employees are viewed as volunteers. Perhaps the most important change is from arrogance to humility.
The way you view others transforms the way you lead.
What’s an important component of your leadership code?
How can leaders shift to treating employees like volunteers?
I love this post Dan! Great list-
I especially like ‘define accountability with employees not for them’
I might add – Welcome respectful disagreement. Make sure your employees feel permitted and empowers to challenge you and to question the status quo.
Thanks- I’m off to write my code!
Best, Lori
Thanks Lori. Love your addition. We might go so far as to say, invite respectful disagreement.
The way we receive negative feedback or input speaks volumes.
Yes- “invite” respectful disagreement is better.We want to actively engage all voices- ( We might miss something important, that would otherwise be lost, in the perspectives that are not surfaced.). Good pick up!
This is one of the best posts you’ve written, Dan, a huge flawless diamond among a number of gems. In a free society, people ARE volunteers, as they can pick and choose with whom they want to associate and to what cause they want to contribute. Even those who are self-centered and stick with a group because they like the money, perks, recognition can be unhappy and disruptive if they feel trapped in their choice. Nobody likes to be coerced or manipulated.
Not only the “big man on top”, but all leaders need to treat others as volunteers. This is part of stewardship, of taking care of the people entrusted to our care. They are not only the ones who work for us, but also our peers, our clients, our suppliers, our partners, our families, our friends, and our bosses. We have been given our particular talents, abilities, and zones of influence, in order to serve purposeful lives and bring forth fruit commensurate with what has been entrusted to us. Part of that purpose is building others up.
Thank you for reminding us of this.
Thanks Marc. The term stewardship in the context of leadership is profound. I’m glad you added it here. The first time I saw this idea developed was in Peter Block’s work, “Stewardship.”
I’m actually collecting ideas, papers, research in view of writing a book tying stewardship together with purposeful living, love, and leadership. The concept has developed in my thinking over the last decade, and I think I need to share it.
It’s a great topic. Best wishes as you pursue your desire to share.
Marc,
One of my favorite early leadership reads was Thomas Sergiovanni’s “Moral Leadership”. He writes about the “heart, head, and hand” of servant leadership. Similar to stewardship…might be worth your time.
Jim
Hi Mark
Yours ideas are good for a small organization or team……. in the real world, well, people are always looking to take advantage…… Give responsibility and encouragement, but not all the time. Acknowledgment, real or otherwise, should be offered to those who have really worked day and night to succeed, not anyone who just bothered to show up.
Thanks ks. We can’t minimize performance and results, regardless of the size of the organization. Glad you shined the light on this important idea.
Dear Dan
While I am speaking from the perspective of someone that is in a habit of managing large groups of people, I can see where you are coming from.
Simply put, as a leader it is exhausting enough to work 24X7 providing guidelines, reviewing others’ work and meeting with clients and making sure that the assets that are invested in a business are safe, taken care of and happy with the companies’ affairs.
Employee appreciation is simply impossible to do every single time. Too many people simply just show up, filled with enthusiasm and have no sense of what actually needs to be done. Then they pout when they do not get the gold star and a pat on the head.
Team leaders were invented in the office for THAT. Small team leaders interact with these people and then provide feedback to us.
You can give participation trophies; they almost always end up in trash at the end of the day.People who work their asses off get the better office and the invite to the Golf Club.
The truth is people work, if they want to and if they fit in well at a place.
Sorry Dan the previous answer was meant for Marc…… apologies
Marc, It is keen insight like yours that make this blog my 1st read of the day!
1. People who make strong efforts to advance organizational purpose should be thanked, challenged, encouraged, developed.
2. People who have potential, but aren’t using their abilities, should be given the opportunity to add value and encouraged to do so.
3. People who don’t share organizational values or mission should be removed from the organization after sufficient due process. It is good for both them and the organization that this occur.
The exception to point 3 is when the organization is a family. Family units are a special case where separation of the individual from the family for reasons other than violent behavior causes more harm than good. The primary purpose of a family is togetherness. The primary value they should share is unconditional love.
While I am speaking from the perspective of someone that is in a habit of managing large groups of people, I can see where you are coming from.
Simply put, as a leader it is exhausting enough to work 24X7 providing guidelines, reviewing others’ work and meeting with clients and making sure that the assets that are invested in a business are safe, taken care of and happy with the companies’ affairs.
Employee appreciation is simply impossible to do every single time. Too many people simply just show up, filled with enthusiasm and have no sense of what actually needs to be done. Then they pout when they do not get the gold star and a pat on the head.
Team leaders were invented in the office for THAT. Small team leaders interact with these people and then provide feedback to us.
You can give participation trophies; they almost always end up in trash at the end of the day.People who work their asses off get the better office and the invite to the Golf Club.
The truth is people work, if they want to and if they fit in well at a place.
Marc, It is keen insight like yours that make this blog my 1st read of the day!
Hi Dan, thanks for another interesting read.
Leadership is a lifestyle that few of us choose and even fewer of us can live.
Leaders must:
— Give their word.
— Keep their word.
— Live their words.
— No excuses.
Leadership is more often than not an avocation but for most leaders it is a vocation.
The following four paragraphs are from, http://www.newworldofwork.co.uk/2012/07/11/your-real-work-as-a-leader-a-sense-of-vocation/
**************
Avocation can be understood as ‘that which one does’ whilst vocation is something to which one feels called. Vocation sits at an altogether deeper level and when tapped into, provides a source of direction and motivation. For some their vocation is all too apparent whilst for others it is the result of deep exploration and self-awareness. The tragedy is that many go through life preoccupied with a sense of avocation that serves to keep them from their vocation. How often have you heard someone say, “I really wanted to be a teacher (or artist or whatever) but I was compelled to become an accountant”? It speaks of a life lived down a path poorly chosen and is usually filled with regret and sometimes resentment.
Sometimes, of course, it is a whole lot easier to fall into an avocation. It is more convenient, more practical and conforms to the expectations surrounding us. It is altogether understandable and so with a sigh and shrug we get on with the routine, do what is pragmatic and fulfill our responsibilities. Often we are not really aware what our true vocation is and should it only come into focus once an alternative course has been set, it takes enormous courage to change tack and begin afresh.
Internet Solutions have a wonderful mantra: Do what you love; love what you do. That about sums it up. How do we create a workplace culture where we have people who can say that? How do we honour our people in such a way that we are constantly encouraging them to explore and find their vocation, even if that means they have to leave? We should never look to our work as the source of meaning; rather we bring meaning to that which we do. Finding meaning is our responsibility and understanding. It means that authentic meaning and purpose can be found no matter what the task or work.
It is said, rightly so in my opinion, that culture eats strategy for breakfast every day. Part of creating a healthy culture within our work environment is to actively work to link avocation and vocation. It is never easy but it is always possible. It always starts at ‘the top’ given that culture is a leadership responsibility. It starts with an awareness and willingness to intentionally pursue this agenda. It will be nuanced by the context in which you operate and the situation in which you find yourself. It will be influenced and impacted by culture and as such has to be discovered and nurtured rather than dictated and forced. It has to be ‘invited’.
The reality of respecting our staff as “volunteers” is genius. By the same token, Bob, the introspective dimension you’ve brought to this insightful conversation with regard to vocation vs. avocation is equally brilliant. It’s not only what Dan writes, but “how he makes us think” that is the key to his success…and ours. You linked vocation (what we “must” do) and avocation (what we “want” to do) perfectly with Dan’s code of leadership–and the ideal of volunteerism.
When there is a common mission, both leaders and staff alike as volunteers work their hearts out until the mission is fulfilled…until the hearts of the volunteers are fulfilled.
Excellent commentary re: vocation. Thank you.
Doesn’t it all sort of go back to the golden rule?
Thanks John. As a general concept, it seems it does. Working it out in specifics is where the challenge rises up. Plus, there is the tension between individual issues and organizational concerns. Am I making it too complicated?
I don’t disagree with your ideas. As someone said, maybe the larger the organization, the more difficult to apply the principle, but as I mull it over, it shouldn’t be that way. Nevertheless, sometimes when you’re in the middle and the top management style is not supportive, there is no patience for goodness, only the bottom line results.
I found this post very interesting. It hadn’t occurred to me to think of followers as volunteers. It’s so true that you treat volunteers differently than paid employees. I think we all know of a leader who has let power go to their head, and they act tyrannical and morale goes down.
I have a question though, if a follower seems to be unmotivated and aren’t doing what they are supposed to be doing, how do you deal with that? Termination may come eventually, but I feel that speaking with them about their poor performance far in advance may be helpful, but what else can you do? Thanks, and have a great day!
Counsel and encourage them to do better work with defined responsibilities and expectations. Guide them and have an internal healthy competition. At an appropriate time, warn them if their performance is not improving. Push them to perform with one-to-one handling. Understand the reasons for their reluctance to put full heart at work and bring corrections with mutual talks. Show the genuineness in helping them to improve by giving a lead time of 3-6 months. with a weekly progress checks.
With all these, some employees will change their working attitude and be part of your winning team. Termination is the last resort if employees show a a cool attitude or seen as a threat to spoil your working climate. Build up a good case to smartly remove such people with a tough stand. It will be a good message for others that we need to perform or perish.
I love this concept Dan.
Diana
Dear Dan,
Lovely post! Treating employees as ‘volunteers’ is a wonderful concept. It is easy to implement this concept once the Leader realizes that he is also part of the same organization and an employee with a different job role. It’s absolutely essential to transform arrogance to humility if you are looking to create a winning team on a long-term basis. Moreover, the organization image needs to be built first with internal customers with such an approach and then take care of your external customers taking the help of former satisfied lot.
Transparency, Fairness and Appreciation are my leadership codes.
Volunteers need to have defined job roles with in-built freedom of operations and accountability factor. Build good systems and procedures and treat employees as Team Members to fulfill the common goals.
There is an absolute need to practice ‘Volunteer’ Concept by all leaders to keep the workforce really happy at work place level and get the best out of them. The same members can help you drive an organization to grow to the newer heights for sure!
Dan, a Big Gracias for the post.
Home run!
Love how you state that accountability is a two-way street.
In a recent leadership training I live the following key principles: I Care, Permission & Pledge.
I Care: If a fellow team member is observed performing a task in an unsafe manner, I would approach and first say: because I Care for you and proceed with condition and obtain Pledge to desired performance.
Permission & Pledge: once desired performance is stated then we ask: I inform that you have my Permission to confront me if I am doing something that is unsafe.
What is soo cool is that everyone is held to the same expectation: I Care, Permission & Pledge – a level playing field is created, trust begins to be fostered, and communication embraced.
Love it.
Regards,
Mark
Lead Yourself & Multiply Others