I once worked for a boss who was completely supportive of her people. If she felt one of her
people was being unfairly treated, or was not receiving support from outside our organization,
she would breath fire. She was feared by many, but those of us who worked for her felt we were
protected from the horrors of the outside world. Occasionally, she would lose a battle, but it was
rare and we knew that she had given it all she had. As her subordinates, we would have done
almost anything for her. We were completely loyal, primarily because she was loyal to us. I once
saw her wrath turned inward, though fortunately I was not the recipient. The unfortunate victim
had allowed her to advocate for a position based on bad information. She made it clear that she
could not be as effective if her credibility was damaged and that she completely relied on us to
make sure she had the facts. I know the guilty individual felt bad, as we all did. I also noticed she
kept her discontent about the situation internal and did not offer the offender as a sacrifice to
redeem her integrity.
What a powerful lesson! The boss expected complete loyalty and received it. Not because
she asked for it, but because she saw it as a two-way street and she demonstrated the same
loyalty to us. I’ve never forgotten that lesson and it has become one of the bedrock principals in
the years of leadership experience to follow.
Loyalty is a commonly misused principle in leadership. Many leaders see it as a one-way
relationship. They expect loyalty but don’t see that responsibility the other way. As leaders, our
success is largely dependent on those we lead. Often subordinates understand this better than
leaders and, if they don’t think the leader will support them, they won’t put in any extra effort or
take any risk. Why should they?
So, how do you engender loyalty among subordinates? People are complex and everyone is
different. But all have a few things in common. We all like to feel we’re an important part of
something and that our leaders understand the importance of what we do. This may sound a little
silly, but I’ve seen far too many examples of leaders who do not understand the criticality of
subordinates. People also like to know the boss is going to support them and will work harder for
someone who they know will always keep their interests at heart.
It is normal for leaders to expect complete acceptance of their ideas and plans from
subordinates. It’s a common mantra that once the boss has made up his or her mind, subordinate
leaders must support the idea as their own. A noble thought, but I’ve seen very few leaders who
can actually do it. I worked for one boss who expected us to support his ideas religiously. At the
same time, his disparaging comments about his boss were almost comical. Few people can relay
to subordinates an idea they don’t agree with or that is counter to their own interests in such a
way that subordinates believe it’s their own. Those who try often appear dishonest.
As a leader you will find yourself in that position, which leaves you with two choices. First,
you can refuse. This tends to have serious career impact but, if the issue is so onerous or so
diametrically opposed to your values, this may be an action you must take. I recommend the
following as a better course of action. First and foremost, express your concerns and reservations
with the boss. Do this behind closed doors; it doesn’t do any good to challenge the boss in front
of peers or subordinates. I can’t overemphasize this point as it’s critical to developing the loyalty
necessary for success. Sometimes you will find leaders who are not interested in hearing any
opinions from you or anyone else. In such cases, it may be necessary to put your concerns in
writing, especially legal, ethical, or safety concerns.
Once you’ve presented your position, you must support your boss. That is the loyalty you
owe him or her. It is in presenting the idea to your subordinates that I suggest you part with
common wisdom and it’s where I’ve found a different approach to be much more productive.
I’ve worked for people who use this approach and I’ve found it successful in my own
experiences. First, lay out the facts. Explain the idea, what benefits the boss expects to gain, and
how he or she wants to implement. Tell them what your reaction was, the arguments you put
forth, and the bosses reaction to them. This isn’t an opportunity to speak despairingly or
disrespectfully about the boss, but to simply lay out the facts. If the idea was modified because of
your input, you definitely want to point that out. Then, tell your subordinates you are going to
support the boss’ idea and, in the process, find the good points that can benefit the organization.
Many leadership experts will tell you my approach is a sacrilege. It isn’t. In fact, I have
found it to be more sincere because I was honest with the people who have to carry out the
orders. They know you advocated for them and will be much more willing to help you make the
bosses idea a success.
Bob Mason is a speaker, trainer, facilitator and president of RLM Planning and Leadership, a
consulting firm dedicated to helping businesses meld smart strategic planning with leadership
excellence. He helps all kinds of organizations improve through strategic planning and
leadership training/coaching. To learn more visit http://www.planleadexcel.com and download
his "Inviolate Rules of Leadership."
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