How Reflective Leadership Effects an Organization
By Lori & Bob Bomes
Published in the January 25-31 edition of the San Diego Business Journal
Have you reflected lately on what your leadership says about your organization? Perhaps you’ve found yourself saying some of the following statements: “I don’t understand what is happening in my company.” “Nobody is telling me the truth.” “Most of my managers are not meeting their goals.”
We hear these types of statements frequently when we are called in to “fix the problem.” Almost always there is a common theme involving lack of clarity or accountability that is not obvious and may be disguised as something else. In fact, the solutions are often found in the necessary practice of upper management reflecting inward first to see what they need to change; and then those changes can work their way throughout the organization. We call it “Mirror Management.” Most leaders do not want to hear (or see) the direct reflection.
Productive leaders hold up the mirror and shine it inwards to the areas where they may be blindsided. We know that if we can figure out what the leader is doing to contribute to the problem—and work towards changing the leader’s behavior—then we can solve the problem affecting the desired results.
Case Study: The Printing Plant
John Crawford, CEO of Standard Plastic Printing had the walls of the office and plant covered with slogans espousing team work, listening, pro-active planning and cooperation. He could not understand why things were not going well. As he walked us through his offices and plant, the only communications he had with employees was when he barked orders. He bragged about how he stopped jobs that were running as scheduled when a friend needed something in a hurry and continually told us how stupid his employees were. No surprises here about why things weren’t going well.
It is often easy to see what someone else is doing wrong by blaming others, being critical, being blind or being busy. When a leader is bothered by someone’s lack of results or poor behavior, it is a sign they need to look inward first. Although it may be tough to do, it is empowering that leaders have a direct impact on being able to solve the problem. Sometimes it’s easy to overlook how you contribute to the problem—especially the higher up in the organization where there’s less accountability.
When the leader doesn’t know what is going on in their company, it is usually because they are experiencing their own confusion, ambivalence or lack of interest. John Crawford, in the example above, was only looking outward. Organizational clarity begins at the top. Getting clarity and accountability are both essential to finding lasting solutions.
Seeking Accountability … And Truth
It is hard to keep a pulse on an organization through accountability-based principles because it requires a complete commitment to the truth about reality. When issues about truth are concerned, no one wants to believe that they are being dishonest (or less than honest). After all, admission of this sort might be interpreted as doing something wrong. No one wants to do anything wrong; so, it is easier to find fault in others.
In organizations where goals are not met, there is usually very little accountability on the part of the leader who contributes to the acceptability of others within the organization not doing their jobs. There must be a complete willingness to hold people accountable for their results. Lack of accountability gives tacit approval for poor performance.
Holding people accountable requires maturity and strong self-esteem. Leaders who “like to be liked” and don’t follow through will ultimately look like fools. Workers at all levels need the disciplines that goal setting provides. When performance declines or goals are not met, the leaders need to determine what they as leaders have done to contribute to the situation.
Remembering to hold up the mirror when you first detect a problem will help you reflect to get clarity about the impact your leadership has had on the current results. After determining what specific changes you need to make to create different results, you need to establish the accountability to be certain it will happen. This ongoing practice of mirror management that starts with reflecting on your leadership is the only way to effect change and achieve lasting results that reflect on your organization in a positive light.