Leadership Is Not Arbitrary

If we accept the premise that leadership is about achieving goals, then we have to take a look at which goals we are moving toward and the decisions we make in those endeavors. Too many leaders engage in behaviors that work against the goal, not toward it. This is what is behind the “quiet quitting” and employee disengagement landscape.

According to Gallup, only 33% of employees were engaged in 2023. The cost was about $1.9 trillion in lost productivity. When we look at the reasons for disengagement we see lack of clarity, feeling disconnected from the organization, and feeling that that no one cares about them as a person. The numbers are high for all age groups. So, it isn’t the case that people just don’t want to work; that they have no work ethic; that millennials feel entitled. The truth is that those “leaders” are making decisions and enacting policies that are arbitrary and don’t get the organization to goal.

Example

A salesperson’s goal/quota is five appointments per week. The salesperson has a method that works, and on Wednesday the salesperson already has six appointments scheduled for the following week. During her end of day meeting with her manager, the manager tells her she needs to create a list of 50 prospects before the next morning.

Why? The salesperson is exceeding their quota handling their job in a way that works for them. Why is the manager expecting her to work at home, off the clock, to do what feels like busy work? The manager’s reasoning is that the salesperson needs to learn this way of doing things. Again, why? It’s not because of the goal. So, it’s arbitrary.

The message received by the salesperson is that the manager has no interest in working with her based on who she is, fails to acknowledge her accomplishments, and is putting roadblocks in the way of her success.

Situations like this play out every day at companies all over the world. For some reason, leaders decide they need to direct instead of collaborate. Some of them can only follow a playbook, regardless of the strengths and needs of their direct reports. And then they wonder why morale is low and people leave. What they fail to accept is that the employees are very clear on what makes sense, and what doesn’t.

You hire people for a reason. That reason is usually that you believe they have the skills and abilities to do the job well. And then you deflate them by treating them like they are incapable or inept – even in the face of evidence to the contrary.

To get the most out of your team, eliminate all arbitrary practices and behaviors. Engage with each employee individually. Learn about them, their strengths, goals, and challenges. Then, work with them to co-create the strategy that will maximize their results. Ensure there is a reasonable and useful reporting process that makes sense. For example, don’t force people to stay in the office until 5 p.m. if their work is done by 4:30. 5:00 is an arbitrary point of time that has nothing to do with productivity.

A great rule of thumb is this – you should be able to easily explain your reason for a policy or process. It should clearly connect to the goal and actually fit the people it impacts. One of the best ways to ensure this happens is to include the team in the decision making. Consider this process:

1. Share the goal: Be clear about the goal, and the why. What will meeting the goal do for the company and the individuals? What will the impact be if the goal is not met?

2. Solicit ideas: After you’ve shared the goal, ask for ideas. Be sure you create a safe space for people to speak up. Be the note taker, not the idea sharer.

3. Open discussion: Once the ideas are offered, open up the conversation to explore. Remind the team that there are no bad ideas. There are only ideas we can’t implement right now. Be the last to speak. The important thing is to hear what other people think.

4. Gain agreement: Guide the team to land on what appears to be the best direction based on the goal and the players.

5. Ensure clarity: As a group, set clear roles, responsibilities, expectations, consequences, and reporting systems. It’s important that everyone understands who is responsible for what as well as what the consequences will be, good and bad. A reporting system is critical to ensure things go as planned or changes are made in real time.

When leaders follow this process, they gain the trust as well as the buy-in of others. It is that trust and buy-in that improves morale and engagement. Remember, everyone comes to work wanting to perform, be productive, and feel like they are contributing. All you have to do is create the environment for them to flourish.

About the author: Diane Helbig is an international business and leadership change agent, author, award-winning speaker, podcast host and web TV channel host. As president of Helbig Enterprises, she helps businesses and organizations operate more constructively and profitably. She can be reached via email at [email protected].