LEADERS SEEK MEANINFUL ALLIES
During the past several decades, I have observed many leaders striving to implement their visions. Some leaders were C-suite executives at major companies. Others were federal or state officials running government agencies. Still others were elected or appointed officials at not-for-profit associations or institutions.
In all instances, these leaders were charged with building strong teams and working with those teams to craft strategic visions, then create plans for implementing those visions. Almost all leaders I worked with or observed were well-intentioned. Unfortunately, not all of them were successful.
Those who succeeded realized one critical fact: Regardless of their titles, prestige or experience, they needed allies.
Leaders’ titles, salaries or recognition does not guarantee their teammates will align with their vision. On a micro or macro level, leaders benefit from accumulating allies.
This means intentionally making time to do the following:
-Working proactively to explain ideas and projects
-Seeking out potential opposition from other leadership team members
-Looking for alternative approaches to solving problems
-Soliciting support for ideas prior to scheduled meetings
-Discussing projects with teammates before those projects are announced or agreed to
-Asking teammates to utilize their own influence with key team members
-Building coalitions with people from different departments or teams
-Creating e a sense of shared ownership over a project so it is not perceived as “your” project
I have seen many enthusiastic young leaders charge ahead during a new fiscal year, a new term or a new board year with excitement, fervor and positivity. They planned on enrolling their teammates in their visions by virtue of their clear articulation of a compelling organizational vision. They wrote wonderful speeches, they rehearsed heartfelt presentations or they crafted beautiful PowerPoint slides.
Alas, too many of these leaders were disappointed by the lack of willing and committed adherence by their teams. Why?
These leaders did not make the time – not take the time – to invest in:
-Searching for allies,
-Explaining their vision to those allies, and
-Asking these allies to support them and their ideas moving forward.
As a leader, how do you plan ahead?
Do you create a strategy for building allies?
Do you identify those people who would make the most effective allies?
Do you ask those allies how they think they can best help and support you?
Building allies is an important aspect of leadership. It can be challenging. It can be frustrating. And it can be extremely rewarding.
I’d love to hear your strategies for building allies as you continue your leadership journey. Let me know what has worked for you.
If you believe this content would resonate with a friend or colleague, please feel free to forward it along!
-Larry