People like to see into the heart of their leaders—to know that they're working for a good person; someone they can trust.
How do you really get to know your leaders at a level beyond day-to-day shared workplace goals? How do you bridge communications to get to know them at a more personal level? To understand their authenticity?
Most leaders are busy. And because they are juggling so many priorities, they can't take the time to be personal and to disclose and to inquire about the other person. This creates distance in a working relationship that erodes commitment and engagement.
Leaders need to close this engagement gap by sharing their experiences. When people have insight into their leader's thoughts, they become more connected. They give their best. Their commitment level is different.
Closing the Gap
Founding Associate Pat Zigarmi of The Ken Blanchard Companies® has worked extensively with leaders at all levels in organizations to close the engagement gap. The keys according to Zigarmi are self-reflection and transparency.
As she explains, "Clients come to us because they're seeing that people's emotional and rational commitment to the organization and to them personally as a leader, is enhanced when people understand their values and intentions."
To help leaders articulate their values and intentions Zigarmi uses the Blanchard® Leadership Point of View process. Developed by Ken and Margie Blanchard for use in the Masters of Science in Executive Leadership program at the University of San Diego, this process asks leaders to reflect back on their past experiences. Leaders then prepare for a presentation to their colleagues designed to answer two questions, "Who am I as a leader, and what do I stand for?"
Sharing Your Leadership Story
Ken Blanchard was sold on this idea after reading Noel Tichy's book, The Leadership Engine. Noel's extensive research has shown that effective leaders have a clear, teachable leadership point of view and are willing to teach it to others, particularly the people they work with.
One of the things that both Blanchard and Zigarmi have found most interesting in asking people to share their leadership point of view is the wide variety of experiences that people point to as influencing their leadership style. Some point to the impact that mentors, coaches, and bosses—both good and bad—have had on their leadership style. Others share stories about their parents, grandparents, friends, and teachers. Many of them have dealt with significant crises or challenges or tragedies in their life and have become stronger because of it.
"Often what happens when these presentations are given is that you could hear a pin drop in the room," explains Zigarmi. "People are riveted, glued to the stories that their leaders, whom they've known for a while probably, are telling. I think it's about the willingness to share what your moral compass is, to share what your values are, that really brings people closer together."
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