Readers Respond: Why Two-Way Leadership is Necessary

LinkedIn readers weigh in on the argument that CEOs must lead with authenticity

Last month, I wrote that leaders must now act with authenticity, not authority. This is because massive disruption across every industry is requiring leaders to shift their management style.

Today’s CEO must be able to quickly spot new trends, make calculated decisions and adapt to them without missing a beat. To do that, she must engage in two-way leadership where she is open to input and feedback from all levels of the company.

LinkedIn readers weighed in with many terrific comments, and I wanted to expand on a few of them here.

On Performance Appraisals

“Very interesting read. Today I had an annual review and feedback was all one-sided. If I was to become a leader, I’d like to think I’d take those opportunities for mutual feedback.” – Adele Owen

A performance appraisal should be first and foremost a chance to review the performance of an individual and outline what they are doing well, what they need to improve and what they should work on to reach their fullest potential.

During the review, all good managers / leaders should ask some key questions:

• What could the manager / leader do to help their direct report?
• How can the manager / leader communicate and delegate effectively for the best results?
• Are there specific areas that the direct report wants to get experience, and how can the leader align the team to help the direct report achieve that?

On Giving Credit

“Very informative. On my part I try and give credit to the person who has given effective suggestions. Most of time leaders showcase that it’s their own idea.” – Sangeeta Shahane

I have two sayings when it comes to leadership:

1) Leaders always lead from behind. They are there to help and support their team to their fullest potential, not to take credit for work that is done by the group.

And 2) great leaders stand on the shoulders of a great team and individuals. If you want to achieve great things, surround yourself with the best people possible, and no one should care who gets the credit. If the team wins, everyone wins.

On Leadership Skills for Introverts

“Great insight and a reminder for introverts like me that I need to put extra effort into being more open with the team. Thanks for sharing.” –Tim Thoelecke, Jr.

Leadership is always leading by example, and that can appeal to introverts for sure. However, a large component of leadership is leading people, motivating them, inspiring them and helping them focus on their dreams and how to achieve them inside an organization and as individuals.

This takes skills that involve communication, getting outside of your comfort zone to help people and be an orchestrator. Sometimes introverts are great at these things, and sometimes they are more individual contributors and solo “players” who help form a winning team but not are always in position to lead teams, especially teams of scale and on a global level.

When A Team Disagrees

“Transparency really does help everyone develop a deeper understanding of the organization and priorities. I’ve learned that my team may still disagree with some of my decisions, but understanding the thinking behind the decision really goes far to help us all stay working towards the same goals.” – Ruth Wilson

When a team disagrees with you, as the leader it’s your job to help them focus on the vision and the goals they all share. Then you ask them to come up with the possible options or solutions to achieve the vision and goals of the business.

Often, this simple exercise will help people focus on what is possible and what the team should be doing versus what is theoretical in a perfect world. Sometimes leadership is playing the worst card you are given and coming up with a plan that makes the most of a bad situation.

If people understand the goal and understand the finite number of options or plans to achieve the goal, consensus and belief is often achieved pretty easily. But it takes communication and patience to break the tasks and journey down for people so they get on board with the plan versus being a naysayer.

On Vulnerability

“For me, it’s showing a level of vulnerability that shows the human side of all of us. And oftentimes, it’s also saying, ‘I could have done better’ in the presence of employees so they often see that you’re not perfect, too.” –Heather Carmona

If it is a moment of authentic vulnerability in a moment of crisis, failure or a learning opportunity, leaders should not be afraid of showing their real emotions. I don’t believe vulnerability is something that can be planned or faked in any way.

However, these moments should also have clear closure. Over time, teams tend to doubt themselves when they see their leader doubt themselves too often. So, go ahead and have the moment, but leaders also know how to find closure, learn and move on in a positive and decisive way.