459: We Follow Leaders Based On Their Values

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

Thrusting oneself into leadership positions usually relies on confidence, drive, capability and ambition. All good stuff, but those are not necessarily the key reasons we follow someone. Of course, if they lack confidence, then they are radio-active and won’t command any followship. To take on the accountability of the leader, you need to have that inner drive and ambition to want to position yourself above others. Finally, you have to have the goods. If you are not good at the business then you lack credibility, especially with smart, competent people. However, these attributes are not enough. The calibration by the team on whether they will follow you has a big values component. We might initially be snowed by the confidence, drive, capability and ambition, but if we flag the values are not correct, then things fall apart rapidly.

We can admire leaders for what they have. They could be physically attractive people, well dressed and bristling with the accoutrements of power. The big house in a tony neighbourhood, luxury cars, the massively expensive watch, the latest tech gizmos, etc. They may have degrees and qualifications which all point to competence. An American friend of mine introduced me to the “power wall”. Being an Aussie, I had never heard of such a thing. The wall was draped with degrees, awards and more importantly, carefully framed photographs of my friend posing with Presidents and assorted captains of industry. It radiated credibility.

Also, there does seem to be a direct correlation between height and leadership and many leaders are tall people. They have a physical presence which commands respect. I once worked for the leader of a large international organisation, who was very tall and impressive, at least until he opened his mouth. I reflected later that he probably got that job based on altitude, rather than aptitude.

We can also be impressed by what leaders do. They gain our respect because they are excellent artists, lawyers, architects, salespeople, scientists, engineers, academics, authors, doctors, etc. They have mastered their craft and really know what they are doing. They have the depths of experience, the ideas, the insights and the analytical ability to see what others cannot. They solve problems, innovate and create new possibilities. They are hard workers, relentlessly toiling away, sacrificing, persevering and toughing it out when things get ugly. They outwork us and at a higher level of quality. They are good at what they do and we acknowledge that.

Ultimately though we begin to peel back the layers and we are exposed to who they really are. The leadership honeymoon is over and the daily grind wears down their facades. Our terribly tall boss example before was a classic case. He spruiked the buzz words, the acronyms of the insider, was a good storyteller and oozed authority. It became obvious though that his value orientation was all about him and his glorious career rather than the people in the organisation.

This grabbing the brass ring, climbing the greasy pole stuff is very common with ambitious leaders, who use that drive to make up for their fundamental values deficit in key areas. They are not binary – have values or no values. They are often flawed people who have some good values, but also lack other important values. We have politicians in politics but we also have a good coverage of politicians in business too. They are adept at sucking up to their bosses and climbing over the bodies of rivals to get the big job. When you realise you are a pawn in their game of business and here to be sacrificed for their personal greater good, the sheen comes off very quickly. They suddenly don’t seem so tall or well dressed or smart.

So as a leader, who are you really? When we strip off all of the braid and epaulets, what is left? What do you stand for? Are you actually following the values you proclaim for yourself? This is a common weakness, where leadership becomes “do as I say, not as I do”. Walking the talk is all about trust and our followers are all ninja level boss watchers observing us with tremendous scrutiny. They can determine our mood at a thousand paces. We are constantly being scanned for contradictions between what we say and what we actually do in business.

Having a core set of correct values, which we follow religiously and defend rigorously is the starting point for gaining real followship. If there is no trust, then cars, competencies and power walls all collapse as supports for our leader authority. Can I trust you and really trust you at your most deep level, is the central question followers are constantly striving to get an answer to. So how do you shape up?