Claire Chandler, Executive Leadership Advisor at Talent Boost. Growth on Purpose: I examine how leadership shapes the world.
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When I work with leaders, I’m always amused by how they enter a room. In high-functioning, highly successful organizations, they tend to walk in with a collegial spirit, connecting with their colleagues on a personal level before turning to the business discussion.
In organizations that are still forming their core, their culture, and/or their strategy, the entrance is far different.
Too often, those latter leaders walk into the room with their guard up. If they speak to their colleagues at all, they cut straight to business. It’s as though each of them is playing a role, rather than leaning in, rolling up their sleeves, and willing themselves to work together as co-creators.
Who are they guarded against? Typically, it’s the ranking executive in the room. And that guardedness inevitably devolves into a broader cultural resistance within the organization—unless you get out in front of it.
At the core of that cultural resistance is trust. Without it, day-to-day operations suffer and longer-term strategic milestones are missed. Numerous experts assert that a lack of trust in the workplace not only impedes innovation, but also creates downright dysfunction. In other words, internal trust issues actively undermine companies’ efforts to meet their goals, keep pace with their competitors and ultimately remain in business.
An Untenable Position
Let’s be sympathetic to the plight of the C-level leader for a moment. I've recently heard from senior-level leadership that they doubt the true intentions of executives. Are they really here to help us build a bigger, better, stronger business? Or simply to get the next notch on their executive career belt? This tension was inevitable: The average tenure of a CEO is less than five years. If they answer to a board, they need to start achieving a positive ROI within their first 18 months—so their timeline to make a difference and continue to advance professionally is exceedingly short.
In a sense, the system is stacked against these executives: They come into an organization charged with building long-term plans that will likely outlive their tenure. They’re effectively incentivized to make an impact quickly, design a sustainable plan, and then prepare to move on before that plan comes to fruition. As a result, they lead and communicate with a sense of urgency that established organizations are not accustomed to, and senior leaders don’t trust their motives. That creates a vicious cycle that impedes organizational progress at all levels.
Ironically, when I talk with the executives themselves, they tell me their biggest challenge—what keeps them up at night—is not how ambitious their objectives are. It’s that their team members doubt they’re being genuine or authentic. These executives are under tremendous pressure from stakeholders in every direction to drive measurable results fast, but they're also sensing that the people underneath them don't have the capacity, the capability, or the will to get on board with their vision. And while they genuinely believe in the company they’re leading, they struggle to demonstrate authenticity to those who are trying to follow them.
Assuming Positive Intention
Let’s be blunt here. If you’re a leader and want to build a culture where people can collaborate and actually achieve ambitious goals, the first thing you need to do is cut the executives some slack. Stop assuming the executives are just there to grab headlines. If you don’t know what drives them and why they’re committed to this company, ask them. Their answers may pleasantly surprise or even inspire you.
For a moment, set aside the fact that executives are paid a huge amount of money. That compensation is commensurate with the amount of pressure they're under. So instead of walking into a room with your guard up, put your assumptions aside and be more open-minded. Think about it: If you want your business to impact the world, wouldn’t it be better not to go it alone? To work collaboratively instead? To be in a room full of people you actually enjoy spending time with?
Leading By Example
Executives, now it’s your turn. You must model more open, authentic behavior. For too long, many C-level executives “beat the drum” about the importance of leadership development, but exempted themselves from the process. I’m encouraged by the evolution I’m seeing in more forward-facing organizations: Executives are participating alongside their leadership teams in workshops and retreats that focus on building trust and developing team chemistry. This is a vital first step toward demonstrating authenticity and building a more collaborative and transparent culture.
Another great sign of the evolved executive? Asking for help. Expressing vulnerability is difficult but necessary, and your employees appreciate you for it. In healthy organizations, leaders don’t wall themselves off when they encounter a problem; they open themselves up. This is a huge differentiator between an organization that has trust in abundance and one that is still searching for it. Willful collaboration toward a common mission is one of the hallmarks of a culture interwoven with trust.
Ten years ago, we weren’t having these discussions. Now, more organizations are recognizing that they need to change. Regardless of the tenure of any one executive, the entire C-level layer of an organization needs to demonstrate authenticity and accelerate trust. These are non-negotiables if your people are going to stay, contribute and work together effectively to deliver ambitious outcomes.
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