The Leadership Sweet Spot
“Culture eats strategy for lunch.” - Peter Drucker
Building the right kind of culture where those we serve can flourish is complicated work, yet worthy work. I am a big believer that the culture is a direct reflection of the organization's leader. Period. As a result of this tightly held belief, I often find myself reflecting on how leaders intentionally build cultures that flourish, or in other words finding the sweet spot of leadership.
To me the “Leadership Sweet Spot” is when we strike just the right balance between clear expectations, accountability, and support. This is only done through consistent and intentional feedback and communication that allows those we serve to feel all of these elements, therefore maximizing motivation, engagement, purpose, and success in their roles.
Let’s break it down:
Leaders who are heavy “supporters” without clear expectations and no accountability typically run the risk of cultures where happiness is the end goal, arrows move in all different directions, and feedback is non-existent or shallow. Cultures in this type of environment run the risk of stagnant growth, complacency, and apathy. Typically these cultures will retain those who feel they have “arrived” and met success and do not desire feedback nor opportunities for more learning. Afterall, expectations were not shared or communicated and worse yet not followed up on or celebrated. Retaining visionaries and innovators who long to be challenged and inspired will be a challenge under this type of leadership. Words that come to mind for me in cultures bred by this leadership style are uninspired, unmotivated, and weak.
Leaders who have expectations, but lack accountability through feedback and follow through in the way of support are typically most comfortable communicating their expectations through email directives, newsletter mandates, or top-down staff meetings. They value compliance and expect those they serve to march to the beat of the expectations. However, their follow through after sharing these expectations is minimal to none in terms of support and accountability, resulting in confusion and a “close the door and do it my way” approach. Cultures under this type of leadership can often be described as and feel lost, resentful, frustrated, stuck, isolated, unmotivating, and hopeless.
Leaders who strongly value holding people accountable, yet are not clear about their expectations, nor follow through with support for employee growth can best be described using the word fear. These leaders typically are afraid of losing control and as a result use a heavy hand in the “holding you accountable” area. They often confuse accountability with support and visits with them can feel like “gotchas.” People thrust into these types of cultures typically spend more time worrying about how to hide than they do in getting better and growing. They stop asking for help, shut down and try to survive resulting in unhealthy competition and often despair. Words that come to mind in these cultures are anxiety, trepidation, anger and revenge.
Striking this balance and finding this sweet spot involves constant growth in active listening, communication skills, and vulnerability. As a leader who deeply values vulnerability, sharing our culture goals and intentions with those we serve allows others to provide us the feedback we need as leaders too!