I love working with leaders who are relentless about driving a culture of open, honest and courageous communication around them. These leaders are about high performance and they have zero interest in, or tolerance for, internal drama or politics. They operate at a high level of personal integrity, authenticity and ownership. And they expect and demand the same from people around them.
They make it difficult – if not impossible – for people to get away with doing the things that undermine and weaken the organization: point fingers, adopt a victim mentality, indulge in destructive politics, and “CYA” (cover-your-ass) behaviors that distract from the goals of the organization.
Even if these behaviors are very subtle, they drain energy and waste everyone’s time. Eventually, people begin to feel that they cannot make a difference, and the organization loses focus and cannot achieve the results it seeks. In today’s environment of growing competition and limited resources, what company can afford this?
Any manager can do this – break these undermining patterns, reverse past damage and create a high performance team dynamic – if they are willing to be a courageous leader, role model this behavior, and call his or her people to account for it too. They need to stand for a new code of rigorous honesty, refusing to settle for less than the truth in an environment where people are used to only voicing what they think their leaders want to hear.
No matter which method they use, leaders must make their unconditional commitment to honesty known, and they must convince their people that they mean it. It’s not enough to declare it. They need to demonstrate through action that they are genuinely open to feedback, criticism and input, including about themselves. As one of my clients once admitted: “It takes 10 rights to fix 1 wrong, and 1 wrong to undermine 10 rights.”
This leadership philosophy of open, honest, authentic and courageous communication can be messy, lonely and painful at times. However, time and again, I have seen it lead to significant transformations inside organizations. In fact, clients have repeatedly shared with me that creating a new level of communication at work has even made them a better person in their personal life, changing the way they relate to their children and their spouses. One CEO even told me, “It saved my marriage.”
I am not a marriage counselor, and I don’t pretend to have all the answers. But one thing I do know is that when organizations have the courage to face the truth every day, a powerful platform of authentic team ownership, commitment and accountability emerges. The team is then equipped and energized to focus on any challenge or opportunity that lies ahead, no matter how unfamiliar, complex, or difficult it may be. In short, the team becomes unstoppable.