Many leaders believe they should be the best at everything, know the most, and be short on the ball. Here is an account of how things can also be done differently.
At ABN AMRO, we regularly did 360-degree evaluations, which were then discussed with you by internal or external consultants. As a 50-something person with leadership experience, this was always a kind of fruit basket where you could unpack what was the most appropriate action at that time to improve your leadership.
During such a conversation, I was surprised by the following comment: “Have you ever considered letting things come your way, seeing how others take action, and running the risk of things going wrong?” Take advantage of your experience and seniority by leaving things behind.
Soon after this session, I was led by a company with a banking product that I knew little about. This was a unique opportunity for me to make a first impression and put what I've learned into practice.
Starting with my secretary. On day 1, I asked her what I needed to do to improve her efficiency. It's her job and easier for me to adapt to her system than vice versa. She had never experienced this before. I added that if she made a mistake, I would always take the blame. She thought that went a long way. But yes, a new boss can still decide how he wants it. She reluctantly agreed. It had an unprecedented effect for me. She was inspired by my blind faith, felt completely safe, and at the same time she did everything she could not to embarrass me. A clear win/win.
Is there a risk to such an approach? Yes, definitely. But that's only 1. At times when work is getting too much for you, there is a lot of stress and an associated energy shortage, you should still do everything you can to keep up with your role. Because if you make a mistake once, things will get out of hand, and you will become completely unbelievable.
At my first presentation to the 200 employees, I had a similar campaign in store. After a general story about the goals and ambitions, I concluded with my intention not to interfere with operational tasks, and not to meet, in other words, as little as possible. The effect was that employees planned as few meetings as possible. And if that was inevitable, they were very short.
My predecessors were slightly more coercive (coercive) leaders, so my comment that I was not going to do operational tasks was met with skepticism.
Indeed, that also required a lot of discipline from me. What helps is that I naturally like to learn but am not curious. Of course, I regularly saw things that I didn't like, or that I would do differently. But I kept my distance. The effect was that people started sharing more and more with me. This gave me a deep insight into what was going on the floor. So I was able to ask the right questions during our board meeting, and sometimes knew more than my fellow board members. People in the organization felt very safe to share things with me.
To reinforce my philosophy, I invariably started every introductory meeting with employees asking them not to talk about files for a while. Then talk about why you're sitting here, what your challenges are and how you're doing next. You will then hear (personal) things you would never have found out. The challenge is to remember everything carefully and to refer to it at unforeseen moments. Because that's when a real connection occurs.
So don't you ever perform? Certainly.
A senior IT worker with a crucial role and essential knowledge of the systems had been terrorizing a department for a long time, complaining about his supervisors, even reporting it to the Works Council, and making cynical jokes to and about his colleagues all day long. His group head and department leader had decided they wanted to say goodbye despite the huge knowledge gap he would leave behind. In consultation, we agreed to make one more attempt to turn the tide.
The three of us received an unsuspecting person involved. When asked how things were going, he answered well. Based on my own observations, I was able to say that I had a different experience. We supported this with clear facts. It made him quiet and uncomfortable. We had every interest in giving him an opening, but in saying that we would continue without him if things did not change.
Because he was so important to the atmosphere in the department, I decided to make him head of atmosphere. Should the atmosphere have improved, the four of us will have a good lunch outside the door. And that's how it went. Shortly afterwards, he even joined the Works Council and made a constructive contribution there.
Evaluating, I got back from both managers that they were a bit ashamed that they had not been able to solve it themselves. Nonsense, of course. This is what I'm here for and how nice it is to each achieve a good result from their own role.
My distance from the organization actually kept me out of a possible blind spot, and made it easier to make a creative contribution “out of the box”.
At “De Bestuurskamer”, we see it as our role to be a good interlocutor by not having our own agenda, listening openly, participating and guiding where necessary.
We were able to experience depths and heights ourselves. That gave us a well-filled toolbox that always contains something suitable.
So don't hesitate to contact 1 of the 6 partners.
Jan Berent Heukensfeldt Jansen
November 14, 2022
