Reputation With Your Employees: Should It Matter?

It’s not easy being a leader. You’re responsible for managing, recruiting, hiring, training, coaching, modeling, engaging, monitoring, motivating, anticipating, prioritizing, planning, evaluating, clarifying, adapting, envisioning, directing, disciplining, reinforcing, reporting, recognizing, budgeting, and building alliances. And that’s all before lunch. And if you struggle with just one, your performance appraisal will say you’re over your head.

For some, a management role is the route to power, a means to intimidate critics and indulge supporters. Others view it as a ticket to the easy life, with days spent combining spreadsheets and distributing communiqués. But talented workers rebel against the former and ignore the latter. They want to make big things happen and advance their careers. They press and produce, disregard and defy, question and create. These people want to work for leaders, not managers. And they ask the question that managers fear most: Why.

As a leader, that’s the same question you should ask yourself: “Why would anyone follow me?” It takes courage to step up to lead. But no one will follow if you’re not leading for the right reasons. Talent seeks out other talent. And talented employees want leaders who can open their worlds and make them better.

So I know what you are expecting me to say: "Keep going, you're not going to make everyone happy as a leader."

This isn't that type of article. There are articles that says as a leader, you have to make a decision and that everyone isn't going to like them. I am not going to dispute that, however, I am going to make you think differently. We are going to look at reality. In reality, your reputation is what others say about you. More importantly: What your subordinates thinks of you actually matters. Why?

1. Look at the article, "The Worst Companies To Work For," and you will see a list of companies in 2019 that are considered to be the worst to work for. Who do you believe was surveyed in order to conduct this poll?
2. Polls are being taken daily from employees not only on companies, but on the supervisors themselves:

And...

While no one will disagree that as a leader you can't obsess over what people think and say about you, what can also be argued is that your reputation as a leader is more impacted equally if not more, by your employees than it is by your supervisor.

Additionally, experience tells me you'll find out what's being said about you. A brave soul will give you feedback, another will post it and your name in "organizational climate surveys," or painful gossip will make its way back to you one way or another. What you cannot do is simply ignore the feedback and think that since it's from employees that it doesn't matter. Your reputation is transmitted in the same way that your employer's recommendation is sent...via email, phone call, or in person.

How does it feel if your reputation from your employee's are these statements:

1. "He's/She's puts themselves first...always."

Ouch. I'm hard pressed to think of anything harsher that could be said of a leader. You will find that your employees are very attuned to selfishness. The "all about me" mindset is incredibly transparent despite the fact that in each case, that leader believed he or she was fooling everyone.

Leadership starts with leading the ship, which includes an entire crew, and while leadership is guiding the vessel in the right direction, the captain understands that the crew's safety and success should be put first. A leader never throws individuals or the team under the bus when it is always the responsibility of the leader to take responsibility for the bad decisions that are made. You can avoid being anywhere near this label simply by remembering this...leadership is not about you.

2. "He's/She's out of touch."

This one would majorly sting as well because it's about attitude and aptitude. Have you ever worked for leaders who were out of touch with their business, their total organization, their direct reports, and even themselves and how they were perceived (or a brutal cocktail of all of this)?

Being in touch means prioritizing understanding what matters in the business (some businesses call these the KPIs, or key performance indicators) and knowing what's going on with the organization and employees. That requires caring enough to inquire on an individual basis and to create two-way communication vehicles (like town hall meetings) where people can ask questions and you can get a read on the organization.

3. "He's/She's quick to criticize and slow to praise."

This is the centerpiece of a toxic, never-good-enough culture that will cause people to leave, and in a hurry. If you're quick to criticize and slow to praise, you'll soon find that job performance won't often be worth praise because no one will be motivated to do good work anymore.

Don't be stingy with praise, and pick your spots to offer constructive feedback. Experience shows that employees need about five pieces of positive feedback for every piece of constructive feedback.

4. "He/She puts the micro in micromanager."

There is absolutely nothing more debilitating and soul-crushing than being micromanaged. Period. If you suspect you do this to your people, don't despair. You're hardly alone, and it's hardly unfixable. 

Start by choosing to manage by objective instead. Agree to objectives, strategies, priorities, and expectations, and then let the team do their work. It might be hard to give up control, but don't think of it that way. You're just shifting the kind of control you have. By not micromanaging, you're now more in control of the culture and motivation in your organization...for the better.

5. "He's/She's inconsistent and indecisive."

Inconsistent behavior from leaders erodes trust, causes confusion and fear, and creates a learned inertia where people are afraid to even interact with that leader because they have no idea what to expect. Indecisiveness is no better, as it creates doubt, uncertainty, lack of focus, and even resentment.

To combat indecisiveness, objectively evaluate the true impact of a wrong decision. The truth is we often catastrophize the worst-case scenario. Ask yourself, "What's the risk of not making a decision?" It might be that costs increase, you carry a parallel path of activity that drains and frustrates your organization, or you lose precious time relative to a competitor. Set time-bound parameters for making the call, and then just make the call. Your organization will applaud you for being decisive, even if they don't agree with the decision.

So what feedback would be nice if your employees were to speak about you?

1. "He/She has a service mentality."

To lead talented people, you must focus on serving them. Your job is to level obstacles, to clear a path free of distractions (and excuses). You streamline processes, find resources, and keep the political nonsense at bay. Bottom line: You figure out what holds them back and fix it by putting their interests front-and-center.

2. "He/She has the juice!"

Want to know the worst word ever associated with a leader? Gutless.

Talent expects their leaders to have clout. No, I’m not talking about those sycophants who go along to get along. They may be savvy and practice good politics, but ultimately no one respects them. And courageous leadership certainly isn’t executing a plan. That takes vision, focus, and stamina, but real courage...guts, which means you confront issues, no matter how unpopular it makes you.

That means you don’t look the other way when your superiors adopt shady practices or engage in conflicts-of-interest. You stand up for what’s best for customers, employees, and society, unafraid to put your job on the line. You manage up by championing the important ideas and picking the right battles. You’re deft when the stakes are small and direct when they’re larger. And you’re oh so visible by staying out front. In business, that gives you juice: The credibility that commands attention and compels others, top-to-bottom, to take you seriously.

Talented people are naturally rebellious. To them, popularity is nice; influence is a means; acting honorably is the ideal; and getting things done is the point. And the best people want to work for someone who shares that spirit, and has the juice to turn ideals into business-as-usual.

3. "He/She really cares about me."

Personal Attention...you know the drill: Give the new employee the rules and tell them to go “make it happen.” And it often fails. The best leaders are always out talking to their people. This way they don't make the mistake of assuming they know something. They take the time to coach and train, knowing neglect only reinforces bad habits, stagnation, and disengagement. They provide regular feedback on performance, knowing the best people crave candidness and loathe sugarcoating. Most important, these leaders pay attention. They care about their people and stay in touch on a personal level, knowing their inner lives influence their success as much as any guidance. That’s how they know when to push and when to pull back.

Bottom line: The best leaders make their employees feel valued or inspire them do those things that’ll ultimately make them feel better (and make your organization run better).

4. "He/She is very humbled and doesn't pretend like they know everything."

Want to know what separates the great leaders from good ones? The great ones are always learning, and so are their people. You can’t level off once you get some authority. And that’s one area where true leaders excel. They’re constantly asking questions, insatiably curious and never satisfied. They aren’t wary of people with different backgrounds and greater expertise...they utilize their abilities. And they recognize that change isn’t a threat, so they adapt to it (Even lead it). Most of all, they understand one of the oldest maxims of leadership: The fastest way to lose credibility is to lose touch with what’s happening, and show no interest in catching up.

Talent is always looking for a way to say yes instead of no. So leaders listen. They aren’t afraid of bad news and criticism, even when it reflects poorly on them. They’re open to constructive disagreement and debate, knowing it ultimately leads to possible alternatives. They don’t hold grudges or rub someone’s nose in it when he’s wrong, focusing instead on what was learned and moving forward. In short, real leaders absorb input and take action. Why does that matter? Even when they lose, talent knows their voices were heard and the process was fair. And that keeps them thinking, inventing, and coming forward.

5. "He/She tells us what they need, and then they get out of the way."

Talent doesn’t color inside the lines. And they quickly tire of taking orders. That’s why top leaders give their people ownership. They don’t stand over them. They get out of the way, turning them loose to explore, test, discover, and interpret. Their role is to ask questions and guide their people towards finding choices. In other words, they give their people space to figure out how to solve issues themselves. That’s how people learn. And that’s how you can prepare your team for more complex and ambiguous issues.

The best leaders operate from trust. They don’t constantly second guess. They understand you can’t control every variable. When mistakes happen, they back their people up instead of sacrificing them. Through their belief and support, they give their most effective people permission to do what they do best: Make things happen. In return, they get their loyalty.

6. "He/She will push you harder than you ever have been."

Great leaders don’t “demand” excellence. That’s already established by the example they set. Put yourself in an employee’s shoes. When you work for a true leader, you know the bar is set high and big things are expected every day. Your leader is always asking, “Is this the best we can do?” They make you set goals to keep you focused. They push continuous learning to keep you sharp. And they demands results, regardless of precedents, politics, and predicaments.

Sure, you resent the occasional excesses, but you also know that your leader holds everyone accountable for sharing the load. If they plays favorites, it’s strictly on the basis of performance. Most of all, they recognizes limits. They understands that you probably can’t do what they could in their prime. However, they also know that it’s their job to nudge you to that level. That’s why their team...your team...outperforms everyone else. And that’s what it takes for you to do the same year-after-year.

7. "He/She is fair."

True leaders...the ones who inspire loyalty, trust, and excellence...work to hold themselves responsible to the same rules as those they lead. They don’t lead from on high or from behind: They lead by example. They view their people as equals, and don’t mind getting their hands dirty with them.

Yes, leaders have rules. But they can accept deviations and mistakes, provided they stem from the right intentions. They focus on their own behavior before judging others. And they weigh what’s important and what’s not. That’s how they know what’s truly fair. And that’s how their people know they’re being treated fairly too.

8. "He/She is the one you need to work for."

Talent is drawn to other talent. And the ability to attract the best people is one way leaders measure themselves. Great leaders are constantly looking for new talent who fit with what they need now…and where they want to go. These days, anyone can attract good people from failing competitors and disrupted industries. Question is, can these leaders keep that talent productive and happy? Have they fostered a culture where talent is developed and valued – or does their pitch belie a sweatshop mentality where people are used up like commodities? Either way, you’ll have turnover. But would you rather be a manager who squeezes people into roles or a leader who grooms talent to become bigger than their roles?

Believe it: Word gets out. And when you get results and help people get where they want to go, a funny thing happens...talent goes on the look out for you.