Practice the Ethic of Reciprocity as You Lead

The following was borrowed with permission from the University of North Carolina Chapel Hill Executive Development. In this time of quarantine and social distancing during the Corona Virus Pandemic, it's important for all of our clients to know that we are there for them, and understanding that we are all in this together. Treat clients like you would treat any member of your family, and you are providing more that just a good insurance product.

The ethic of reciprocity is known by many as the Golden Rule—to treat others as we would wish to be treated ourselves—but it really is a universal ethic that spans religions, philosophical, and secular systems. It is also an ethic that has worked its way into leadership theory and practice. One such leadership theory is the Cohen-Bradford Influence Model, proposed in 2005 by professors Allan Cohen and David Bradford in an article for Journal of Organizational Excellence. The model was established on the premise that authority does not guarantee support and commitment from those around the authority figure. The model is based on the law of reciprocity—the belief that all the positive and negative things people do to others will be paid back in kind over time (MindTools staff, n.d.).

The model is intended to help employees at all levels negotiate so everyone gets what he or she wants. Leaders should also use reciprocity, because, as Cohen and Bradford presume, authority is not automatically awarded with support and commitment from those around the leader. So how does a leader best cultivate reciprocity? By following the model’s steps to gain influence without authority:

1. Assume everyone can help. For example, a new leader can and should ask questions and listen attentively to her entire staff.
2. Prioritize objectives—ask why you are trying to influence. For example, a new leader may identify that she is trying to influence each and every staff member to gain their support and commitment.
3. Understand the other person’s situation; practice empathy. For a new leader, for example, gaining support and commitment from each staff member means learning more about each and every one of them—perhaps by meeting them one-on-one to learn more about what they do, their interests, etc.
4. Identify what matters to you as a leader and to the other person. During a one-on-one meeting, for example, a new leader may sense that in the past, poor communication hampered the development of trust among the staff and the previous director. She can conclude the meeting by identifying what matters to her as a leader (“I want to ensure that there is honesty and transparency in our department moving forward”) and what matters to the other person (“And on that note, you want communication to be a two-way process”).
5. Analyze relationships. The new leader, for example, can conclude each meeting with a summary of what the participants learned about each other and how they want the professional relationship to proceed in the future.
6. Make the exchange. The new leader and her direct report, for example, can create a communication plan that includes honesty, transparency, and two-way communication.

By following the model’s steps, the new leader has made great strides in gaining staff support and commitment. The ethic of reciprocity is not just applicable to leaders—it’s a pretty good rule for how to live life.

The above is also taken from UNC's white paper titled Five Tips to Inspire First-Time Leaders.