During a lunchtime conversation at work recently, talk turned to the topic of past leaders. The group of us gathered in the break room for food and chit chat recalled some good—and some not so inspiring—qualities we’ve seen. Our little lunchtime banter made me wonder what people would say about me when I’m no longer here.
While it may be too late for past leaders to change our minds about how they are viewed, it’s not too late for all of us that are still here to make sure that we lead in a way that is responsible.
As I was thinking about the qualities and behaviors that define a responsible leader, the old adage of the Peter Parker Principle came to mind: “With great power comes great responsibility.”
As leaders, it’s critical for us to know that our behavior and actions have a direct effect on those around us. The danger zone is believing we are too powerful, too smart or too valuable in our roles to think that we don’t have to adjust our behavior. Believe me, we do have to adjust because eventually our actions catch up to us.
Even the best-intentioned leaders can fall prey to their own egos or self-interests. Unchecked behavior from ourselves or from those we lead has a negative impact on productivity, relationships, our patients, staff morale and ultimately the organization.
Keep in mind, leaders can lead from any position and don’t always hold an official management title. Whether you hold an official management title now or would like to in the future or you find yourself leading even in an unofficial capacity, here are some quick points on the qualities of responsible leadership:
Responsible leaders genuinely care about those they lead—the one and the many and even those that they find difficult.
Responsible leaders don’t callously terminate individuals, write them off, play favorites, take credit for others’ hard work; nor do they knowingly allow others to be disrespected or abused. They don’t demand change without providing the resources to change and a reasonable timeframe to make changes.
Responsible leaders give actionable feedback and provide support to those in need. They recognize progress, never reward bad behavior, and they follow through on their commitments. They recognize hard work publicly and criticize poor performance in private. You might be the smartest person in the room, but keep in mind that “those you lead don’t care how much you know until they know how much you care.” (Maya Angelou)
Responsible leaders address unprofessional behavior quickly.
What is tolerated will continue without intervention. Sometimes it’s just a matter of bringing it to someone’s attention, and other times it requires a crucial conversation. Responsible leaders model the behavior expected and hold others accountable when they behave in a way that is in direct conflict with organizational values. The kindest thing a leader can do is be honest with an employee before the offending employee makes a critical mistake that can’t be defended and requires termination.
Responsible leaders don’t “shoot the messenger.”
It’s unfortunate that some leaders would rather blame the person that has the courage to speak up about an issue than address the source of problem. Labeling the messenger as a complainer will not only promote more of the same by the offending employee, but it also leads to low morale, turnover, decreased productivity and a perceived weakness on the leader’s part to maintain accountability. Shooting the messenger will discourage others from bringing issues to light before they snowball out of control. Ultimately, this creates an environment of fear and general conformity without imagination and diverse ideas.
Responsible leaders are approachable.
They keep an open mind about situations and are careful not to make decisions on impulse or based on one favored opinion. Staff are not fearful or intimidated to approach a responsible leader for assistance, guidance or to express their concerns. Responsible leaders are not dismissive and take time to listen to others. They give great consideration in their decisions by getting feedback from those that are affected the most or to those who are closer to the actual work being done. They don’t yell and scream at others or behave in ways that minimize opposing views and ideas. They are confident and secure in their roles, negating the need to remind others that they are “running the show” or are “in charge.” They remain calm in chaos, and they don’t react to someone else’s bad behavior by returning the same.
Responsible leaders hold themselves accountable.
They have a high emotional intelligence quotient. They understand that they aren’t perfect and that they make mistakes. They admit them, learn from them and do their best not to repeat them. Responsible leaders know they will lose credibility and respect when they try to hold others accountable for poor behavior but refuse to hold themselves accountable for the same. Responsible leaders are teachable and take constructive criticism to heart and are willing to adjust behaviors or performance to meet expectations.
Responsible leaders don’t put their organization or their staff at risk.
They are ethical and honest in their actions. When in public or at the workplace, they behave in ways that don’t bring scrutiny or embarrassment to themselves or the organization. They don’t take bribes, make deals under the table or use the organization’s resources for personal gain. Responsible leaders recognize conflicts of interest and make good choices in decisions that could have lasting consequences. When a problem arises within the department, responsible leaders answer to their own leaders and accept responsibility for any missteps. Instead of blaming their staff for the leader’s ineffective guidance or management, responsible leaders make adjustments to correct problems and focus on moving forward in a positive way.
No matter in what capacity we lead, the way we lead matters now and it matters in the future. Lead responsibly!
Denee’ Robison is the regional nurse manager, Quality/Risk Management Operations and youth services director for the Department of Education and Professional Development.