A Leader’s Authority; The 4 Keys to Wielding & Yielding Your Authority?

There are few things more illuminating and embarrassing than thinking you have power and suddenly realizing you don’t! Leaders may experience this when promoted to positions within an organization or transitioning to a new company or team. The job comes with increased pay, responsibility, a team to lead, and the assumption you have authority to wield. This authority may be described as the ability to make decisions on your own, being able to have a say in future hires and team members, voting power on important organizational issues, or to begin and follow through on disciplinary procedures with an employee… only to find out in the heat of professional battle you have no authority whatsoever! This comes as a shock to you… and to your team, as they now have the green light to push boundaries and only adhere to who they believe yields and wields real authority. So, what to do?

I remember being promoted to a leadership position years ago; getting the raise, the title, the team… and the exact moment I realized I had zero authority, Lol! I was talking with a member of my team and explaining how to do something. She became upset and began to speak to me in a very unprofessional manner and walked out of the office. Out of shock… and ego, I followed her down the hall to her office and said something to the effect of, “This isn’t over”; obviously making matters worse! It was many years ago and the specifics escape me a bit. My point is… it was at that moment I realized I had no idea what my authority was. Because I was unsure, I didn’t know how to best address the situation. Assuming I had zero authority, other than a title, I decided to understand, connect, and reset expectations.

Looking back, I’m glad I didn’t jump directly into disciplinary-action mode… only to have it vetoed and having to swallow my words. I’m also glad I didn’t have the authority to write-up, fire, etc.; with my newness to leadership that may have been my first step due to my emotion of the minute. As a new or transitioning leader, it’s easy to get caught up in the perks of the job and the vision you have for your team… be sure one of the concerns you discuss in the interview process is the limit of your authority!

Request Clarification!

When new to leadership or an organization as a leader, be mindful to inquire about their disciplinary process, who has the authority to begin the process, and how to best begin it. Yes, this may sound like a dark topic, but it may save and enhance your leadership and those you lead in the long run.

Once you’re clear on your authority, be mindful of how and when to use it. There will be times, especially early on, when employees or your team may intentionally or unintentionally test you and the boundaries. Perhaps it’s best to observe first then have the tough conversation 1-on-1 or as a team. Or, perhaps it’s best to do a landmark consequence or fire… in which an employee is consequenced or fired on the spot in front of everyone. Whatever you decide, be sure to know your span of authority and have the support of your higher-ups in case the situation escalates or an employee chooses to go over your head. Protect your boss's blindside so they can best protect you, the employee, the team, and the organization as a whole as you move forward!

Introductions Matter!

Remember your first day of school, way back when you were in first grade? It’s a BIG day with a lot of emotions! You feel excited, proud, nervous, and scared all at the same time. That feeling doesn’t go away just because you’re an adult with a nice title! Therefore, it’s always a great idea to be introduced or request to be introduced by an existing leader within the organization that employees are used to, enjoy, and respect.

This strategy works three-fold:

1. It helps to reduce your anxiety a bit, so you’re not walking in cold or hopping on a virtual call cold to introduce yourself to your new team.
2. It enhances your credibility when a higher-up introduces you with a well-crafted introduction that sets you up to take the stage.
3. The introduction may include your Leader’s Authority… giving an explanation of expectations and just how much authority you actually have to wield.

As a professional speaker and leadership trainer, I’m a big fan of this. I’m honored to impact organizations and companies and it’s best when the attendee’s big boss introduces me to set the tone of the day, what’s expected, who I am, why I’m there, and then it’s handed over to me to WOW them from there. I trust I’d do a great job without the introduction; however it’s a whole lot easier with it!

Connection Matters!

Wielding our authority without connecting with others doesn’t make us leaders… rather a tyrant! As a leader, make it a priority to know your people's names and say their names often. Those on your team have lives and you may have no idea what’s going on for them as partners, parents, and sometimes even as professionals. The fact that their leader knows their name, is willing to connect, not cancel their 1-on-1 Meetings, is curious about what they want to get out of working for the organization and team, asks about their dream (and if it’s not related to the company… great!), and exhibits great personal leadership and daily leadership skills consistently… chances are you’ll have to wield your authority less and less! Note: You’ll never be absent of your authority or your duty to wield it. Remember, even the most peaceful of nations still have a military!

Follow-Through!

This is my favorite part of anything and the most important part of everything! Whatever authority you do have, you have two choices. When and how to wield it and when and how to apologize for wielding it!

The first choice suggests that someone on your team will make a mistake or an intentional decision that goes against the team and the company's vision, mission, expectations, and rules. During those times, as a leader, you must be willing to have "The Tough Conversations" and wield your authority as necessary and as much as it’s beneficial to enhancing their leadership, the team, and the vision you continuously share.

The second choice suggests that sometimes in wielding your authority, you’re going to do it wrong or too aggressively due to your emotion of the minute, not having all the facts, and many other reasons you may have already experienced. When this is the case, be leader enough to apologize. I share A Leader’s Apology in my book, 7 Ways to Lead. Share that you’re sorry, what you’re sorry about, why you’re sorry, what changes you will make moving forward to ensure it doesn’t happen again, and without blaming the offended… what you’d like to see and need from them to help the situation as well!

You now know A Leader’s Authority and how to Yield & Wield it. What was your biggest takeaway? Remember, knowing something new without applying that something new will lead to nothing new!

“Wielding your authority without connecting with others doesn’t make you leader… rather a tyrant… Be Mindful!” ?– Andre Young

Written by: Andre Young

Click www.youevolvingnow.com to find out more about Andre Young’s Leadership & Work/Life Harmony Trainings, Speaking Engagements, Books, and more; evolving your organization, your leaders, employees, and teams!