“What leadership book have you ever read that states, ‘A leader does what is right unless it will cost him personally.’” There was a long pause on the other end of the phone. It was not the empathetic answer Stan was looking for. The question: “What can I do? She’s my boss.”
Stan was a young man I had mentored earlier in his career who was now up for a promotion. I hadn’t heard from him for a while, but he called me for advice in dealing with his new boss.
She was a good woman, who tended to run over the top of others with her ideas. She was tough, opinionated and successful.
However, her team was about to revolt. Stan was the leader of his peers. They respected him. His peers saw his potential for leading just like I did.
The team felt beaten down. They would describe it as an abusive situation. A group of tenured people was about to draft an anonymous letter to the VP of Sales threatening to quit as a group unless this woman was fired.
Stan told me he couldn’t wait to get off the team. His goal was to have a team of his own and lead in a different way.
Dave: Does she know people feel this way?
Stan: I am not sure. I don’t think she cares.
Dave: No one has spoken with her about the effects her sarcasm and biting comments have on the morale of the team?
Dave: What about you? How do you see her as a leader?
Stan: She’s a good person overall. She is just not good at communicating with the team. It is a beat down every time something doesn’t go perfectly.
Dave: So you want to have your own team and lead better than she does. Do you consider yourself a leader now?
Dave: Then tell me this. What are you going to do about it?
Stan: What can I do? She’s my boss.
Dave: What leadership book have you ever read that states, “A leader does what is right unless it will cost him personally?” Stan, a leader does what is right. Period.
It may be painful, and it may have some consequences to you personally, but leaders lead. Leaders are not quiet.
Your team came to you because they trust you and believe you will take action. Are you going to validate their trust?
Stan decided he would ask for a private meeting with his boss. During that meeting, he came prepared with specific situations where her comments and attitude had damaged her position as the leader of the team.
She listened, vented and listened some more. Stan held his ground during her venting, and insisted he was trying to help the team and her by shining a light on the situation.
In the end, she hugged Stan and thanked him for stepping forward to help her see herself better. She began to change and the team came to respect her.
Stan earned a promotion soon after confronting her. Stan led his boss and his team because as a leader of character, he did not remain quiet.
3 Things To Learn From Stan:
- Leaders of character lead no matter what their position or situation.
- Leaders of character do what is right for others before taking care of themselves.
- Leaders of character need other leaders of character to have the courage to tell them the truth.
The Bottom Line:
Leaders of character are not quiet. If I only lead when it will benefit me personally, I am not leading others. I am marketing myself.
Leaders of character show courage, no matter their position in the organization.
Leaders of character speak out and take action on what they know is right, no matter the personal risk. They have the courage to act.
When have you seen someone have the courage to speak out for what is right at work? How did that impact their reputation within the organization?