Whenever someone says the word leader, most people imagine a character that is dominating and has the power to direct people and lead them to an imagined goal or destination. Much like the Pied Piper (although not as dark), a leader is imagined as a strong figure capable of controlling and leading individuals. With the same perception engrained in human minds, leaders in businesses are also commonly imagined as dominating figures that tell people what to do and how to do it, although, the definition of an effective leader could not be farther from that. Good business leaders often chant this as a mantra and it is one that explains the entire philosophy behind leadership effectively, ‘leadership is not something you do to people, it’s something you do with people’.
Since in the 21st century business have become much more dynamic and complicated than ever before with all-new practices and policies, this belief holds more weight than it seems on the surface. With diverse workforces, organizations have become inherently de-centralized with the chain of command more broken down and complicated. Paired with the excessive use of technology in every arena, human-to-human contact has been minimized. In an environment where people from various backgrounds have different experiences and different needs, leadership has acquired a new definition. The most successful leaders, and this claim is applicable worldwide, are the ones that are the best partners.
By partnering with their staff executives build strong bonds and build trust, both of which are crucial for day-to-day activities and long-term sustainability. The question then arises, how can leaders actually be effective in their leadership? The first step to that is simply clear and frequent communication. A good leader must communicate both the targets and expectations from their employees in a clear manner. Following up with that, a good leader must also maintain a consistent rhythm of communication and feedback with their team. If the only communication in an organization is virtually one-way, employees feel left-out and often tend to derail from the track. By consistently staying in touch leaders motivate employees to do better, facilitate them in their problems and learn from their experiences.
Besides the more obvious benefits of communication, by maintain two-way flow leaders can start important debates and even promote conflict mitigation by staying on top of things. When employees stay in touch with the workforce with the intention of knowing more and understanding ground realities, employees feel the need and responsibility to be more transparent without feeling judged. By forming partnerships and making the employees feel that the executives are a part of their team and on the same side as them, leaders can truly steer the organization towards success. With each employee an asset to the organization and possessing the ability to contribute in their way, leaders can both learn and teach valuable lessons to the benefit of both ends of the hierarchy for the ultimate growth of the organization.
