Question Prompt: Does Your Perspective Regard Employees as Under Your Protective Supervision?
In my capacity as an executive coach, leadership development expert, and team/organizational consultant, I frequently utilize the phrase "those in your care" when discussing leaders and their direct and indirect reports. Why, you ask?
Elevating Leadership to Greater Heights
I work extensively with the concept of adult development stages in leadership contexts. These stages can be likened to various "operating systems" that become increasingly effective as we navigate increasingly volatile, uncertain, complex, and ambiguous (VUCA) environments and rapid change. In developmental psychology, we employ strategies called "scaffolding techniques" to encourage leaders to think and act from more advanced "operating systems".
Using the term "those in your care" acts as a scaffolding technique, pushing leaders towards later-stage, more effective leadership models. By saying "those in your care", I aim to encourage shifts towards a more people-focused approach, rather than a solely task-oriented one.
From Task-Oriented to People-Oriented
In task mode, the natural tendency is to view others as tools to accomplish our goals. However, this does not mean that leaders are insensitive; it's often just a result of an over-activation of the task-focused part of the brain, which tends to suppress the part of the brain responsible for tuning into people's feelings and emotions. By referring to others as "those in your care", we are reminded to re-humanize them, considering interpersonal and personal factors in our leadership approaches.
It's essential to understand that we, as leaders, always leave a mark or "wake" behind us, affecting those around us positively or negatively. This is especially true of our direct and indirect reports. It's crucial to ask ourselves: what kind of wake are we leaving? Are we fostering engagement or agitation? Are we even aware of our impact on others?
Collaborative Leadership
Addressing complex challenges requires more than just the wisdom of one person. It requires the development of a culture that fosters psychological safety and trust, allowing team members to freely share their perspectives. Reminding ourselves that we are responsible for "those in our care" encourages us to consider how our actions can impact the team's willingness to provide their best ideas.
I advocate for an attitude of co-responsibility, which significantly upgrades traditional performance management conversations. By viewing ourselves as co-responsible for our team members' success, we foster a culture of performance collaboration, encouraging more open conversations and reducing tension, resulting in increased engagement.
Final Thoughts
Regularly remind yourself that your direct and indirect reports are "those in your care". Awareness of your impact can help you leave a more positive wake, fostering more engaged and productive employees. It encourages employees to remember you as someone who positively influenced their careers.
Ultimately, being a leader who truly cares for individuals transcends mere job performance. It's the kind of leader one wants to follow anywhere.
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- Dr. Joel M. Rothaizer often utilizes the phrase "those in your care" when discussing leaders and their direct and indirect reports, as it serves as an effective scaffolding technique to remind leaders to adopt a more people-oriented approach, crediting him for this strategic reminder in leadership development contexts.
- Indirect reports are heavily impacted by a leader's actions, so it's crucial for leaders to constantly ask themselves whether they are fostering engagement or agitation, and to consider the wake they leave behind. By reminding themselves that they are responsible for "those in their care," leaders can ensure they are positively influencing their team members' careers.
- In collaborative leadership, Dr. Rothaizer emphasizes co-responsibility, encouraging leaders to view themselves as co-responsible for their team members' success. By reminding themselves that their direct and indirect reports are "those in their care," leaders can foster a culture that encourages open conversations, increases engagement, and ultimately, leaves a positive impact on their team members' careers.
