The Connected Leader: Value People Over Process

“Amazing judgement solves problems, not processes.”

The exceptional leader creates an environment of trust and psychological safety in which people can innovate freely without the fear of failure or internal backstabbing. When a culture of innovation prevails it is the sound judgement of individuals that solves our greatest challenges and not processes created by management. Many times, processes are the starting point but often not the answer to our biggest obstacles. A nimble mind that has ownership of the outcome will always outperform a process and leave a situation, organization, and life better off for having been part of it.

Question: What actions are you taking to create an environment that values great judgement?

When we create a workplace with stunning colleagues and cut unhealthy relationships everything soars. Performance is contagious, both good and mediocre. For this reason, the exceptional leader always must focus on emotionally stable healthy connections for innovation, progress, and success. Communication and candor are critical, but only when the feedback has positive intent and solves problems and doesn’t create new ones. We hate feedback because we fear group rejection, for this reason a connected leader provides “belonging cues” when providing growth feedback. All of us must feel psychologically safe to bring forth our most innovative solutions.

“Healthy and innovative environments teach to give and receive candor and feedback well.”

When providing and receiving feedback, review these five principles of feedback for growth:

1.    Is the information meant to assist or vent frustrations?

2.    Is the information clear on how the information helps individual or company and not you?

3.    Is the information actionable or is it merely an observation?

4.    Demonstrate appreciation.

5.    Accept or discard the information provided as appropriate.

Ultimately, the exceptional reinforce the difference between insights and being a jerk.

Question: What are you doing to foster an environment of healthy productive feedback and growth?

Connected leaders must model the way and be transparent with themselves and their own failings as well if they wish to build the culture of trust in which people, not processes, solve our greatest challenges through exceptional innovation. These simple two values help establish a culture of trust and innovation.

1.     Always act in the best interests of the company

2.     Never do anything that makes it harder for others to achieve their goals

“When you show people you trust them, the exceptional show you how trustworthy they are.”

Transparency equals trust. Keeping secrets creates psychological discomfort. The connected leader provides information for the situational awareness of the employees for them to take ownership. With high levels of ownership, high level solutions and results are inevitable. Opposite of transparency are actions such as spinning the truth. Using avoidance or “spin” is a common way leaders lose the very trust they seek. The connected leader uses plain speak.

When the connected leader has established trust and innovation is taking hold, consider the innovation cycle to elevate progress:   

-       Search for dissent and socialize the idea amongst the team

-       Test it before implementation

-       Make your prediction on the outcome

-       If it succeeds celebrate it, if it fails highlight it and learn

The connected leader knows that there is no plan for chaos and the unexpected challenges each day brings forth. Processes and procedures are our starting point when faced with adversity, but innovation is what will propel us through to our ultimate goals and success. Creating an atmosphere of trust where amazing judgement takes hold is the goal. What are you doing to create an environment of innovation?