Specious Approval

At our street party a few decades ago, Neighbour One was telling us about his new top-of-the-range Hummer 4WD.?He was ecstatic and, as they were new to the market, he saw an opportunity for private charters to the big-bodied and well-heeled.

“I’m not sure that I approve of that!” huffed Neighbour Two.?Waiting for everyone to notice her stand; but Neighbour One was on a roll.?“Well!” she gasped, clearly disappointed at the lack of response.

“Actually,” murmured Neighbour Three, “I’m not sure if he was looking for your approval.”

Taking on the mantle of Approver can bring with it an air of authority.?That is, if others are impressed by the stand you are taking.?If no such support is forthcoming, that grab for authority will quickly slide into what I call specious approval. It has a false look of truth or authority.?

But where to go from here? Ramping up your efforts in the hope of being noticed? Dropping the matter and escaping with your tail between your legs?

What Neighbour Two had overlooked was the importance of a discussion about the standard she was seeking to set.?Asking questions, discovering motives, clarifying intent.?This may have led to better understanding on both sides and opening up the possibilities of negotiation, compromise and agreement.?The subject of approval may even have become irrelevant.

In business, giving approval is central the role of the leader—certainly from a procedural point of view, but my emphasis here is about personal influence.?It’s a sub-set of the 5 Priorities of Leadership that I call Setting the Standard.?Many times each day, the leader will be called on, from mega issues to small demonstrated behaviours, to set the standard.?These behaviours will permeate into the executive team and right throughout the organisation.?Good or bad, it will all be in there.

Unlike Neighbour Two, there is a structure to create, ground to prepare and a position to take if approval is to be credible and valued.

The Leader by Influence (LBI) will delegate the approval function throughout the business, appropriate to the authority of each role.?The LBI, will use approval sparingly, wisely—the power to approve will be pushed as low as possible in the organisation.?The leader will stand by this delegation, but not surrender the ultimate authority, should it be called upon.?The buck still ends here.

But it’s common with those who may rely solely on their position in the hierarchy, the Leader by Mandate (LBM), to wield specious approval.?Such a leader will want their say-so on everything.?It’s that appearance of authenticity that is so alluring to the ineffective leader.?It’s puffed up, it’s fallacious and it’s anathema to the authentic leader.?

It will often require overt force that will not inspire followship, initiative, or the spirit of teamwork.?In fact, it will alienate followers to the point of disruption.

So how does the LBI Set the Standard?

Using personal influence, the leader:

• Sets and articulates the values and indicative behaviours.
• Is humble— acting with calm determination; not relying on charisma or positional power.
• Is incredibly ambitious for the business, not self.
• Looks out the window, not in the mirror, when giving credit for success.?
• Looks in the mirror, not out the window, when fixing responsibility for problems.
• Exerts professional will—doing whatever must be done to produce the best long- term results.
• Displays a workmanlike diligence—more draught horse than show pony.
• Is fanatically driven to produce sustained results, no matter how hard or big the decisions.
• Is very fit and healthy, well-dressed and -groomed.
• Spends most of his / her energy in the “important/not urgent” quadrant and requires the same of everyone else.

Incidentally, the other priorities of the leader are to:

1. Set the Strategy
2. Set the Structure
3. Engage the Staff
4. Engage the Customer

Each has their own brace of descriptors.

My thesaurus tells me that antonyms for specious are: well-reasoned, plausible, aboveboard and forthright.

These are the qualities that are guaranteed to bring people together in pursuit of the great cause that the leader has espoused.

Then they will most likely be inspired to go above and beyond.

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Next week:?Whose Job is That?

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About the Author

Jeff Bell?is Principal of executive consultancy ResultsWise in Perth, Western Australia.?To boost your leadership, ask Jeff about consulting, coaching, strategy facilitation, Band of Leaders Australia (BoLA) [email protected] or Advanced Leadership Course [email protected]. Mobile (61) 439 988 662.