A Safety Mechanism for Values-Based Leaders (3.5)

One of the most frequently asked questions posed by the members of the Conscious Business Friends Group during our live teleclasses is, "How does one fix misconceptions when perceptions are wrong?" 

There's a safety mechanism that leaders need to implement when trying to create or lead a Conscious culture. That is the safety that their behavior needs to be "discussable," or considered with possible deviation. If the leaders just do what they say they're doing, there is a possibility that people may not understand, or might infer that they are deviated. And the truth is, that is their inference. They can make that assumption. They don't have all the information, but they could have evidence - and they could be right. The leader might think she is acting properly and some other people might see aspects of the situation that would make her believe she's not acting properly.

So I don't want to start by saying the leader is right and others are wrong, but I also do not want to say the others are right and the leader is wrong. We don't know. There is room for multiple interpretations.

So given that leaders have authority, it is essential that leaders create a feedback loop that encourages people to raise issues with them - not attacking them but inviting them to reflect and explain why they think this action has been a deviation.

For example, imagine the group has a norm which says that no cell phones during meetings unless there are urgent calls. Now imagine the leader receives an urgent call and does not mention to the group that it is urgent, and just answers the phone. If no one says anything, cynicism creeps in. If the leader says "Team, if you ever see me do something at odds with what we're trying to do, please call me on it - let's talk about it." In a way the leader is saying the he or she is not perfect, willing to learn and failable. But what you can trust is that if you show them their mistake, they will listen to you.

That's the essence of creating a culture. You cannot expect anyone to be perfect. The leader is not always right, and we all make mistakes. So asking that standard would destroy every culture. Yet we have as a civilization the standard practice of creating idols and destroying them.

So if someone is a leader, and is asking, "How do I create a culture," you have to define the standard, demonstrate the standard, demand the standard, and delegate the standard. But then you have to provide the safety mechanism by making the standard and your behavior "discussable."

If a leader doesn't do that, and you are working in a company where you are afraid that leaders are not willing to listen to you, it's a judgment call. I cannot recommend that you do it because it may not be safe.

That is why I put the burden on leaders to create an environment of "discussability."

In the video below I have shared these thoughts:

Should you have any difficulty viewing the video please click here to view on Fred's slideshare page.

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Fred Kofman is Vice President at Linkedin. This post is part 3.5 of Linkedin's Conscious Business Program. You can find the introduction and structure of this program here. Follow Fred Kofman on LinkedIn here. To stay connected and get updates please visit Conscious Business Academy and join our Conscious Business Friends group.