Headless Chicken v Principled Leadership
Dr. David Rafeedie
Jerry was a very well-liked leader of his organization. If you were forced to pick one word for him, it would be, affable. People liked talking to Jerry because he would always engage. His door is always open, and he was happy to give you his opinion anytime you asked for it—on anything. In fact, his door was open to absolutely everyone. It is open to his staff and to anyone else who would come to him for a complaint or favor. He was happy to grant it. It made him feel good to say “yes” even though the person complaining had already been given a “no” from his staff. After all, what’s the point of being the boss if you couldn’t help people? Besides, if people were happy, he was happy. Life was a beautiful thing when he could take care of complaints.
That was great for Jerry. He was the hero. People knew they could go to him and he would deliver. But Jerry’s leadership style was a morale killer. He had his fingers in everything, and to his staff, he was someone who was running scared all of the time. He was. What people could not see is Jerry is insecure about his role. The reality is the role is too big for him, but he is too insecure to bring people around him who can make up for his weaknesses. So he came across as someone who had all the answers so people would not think less of him. The fact is, however, he didn’t have all the answers and often would come across as someone who liked to hear himself talk.
Jerry was the epitome of a leader who “runs around like a chicken with his head cut-off.”
Samantha, her friends, and colleagues called her “Sam,” was also a very well-liked leader in her organization. She was well-respected by her colleagues and staff. People knew her as a focused leader, but a leader who would take time for them when necessary. She could be firm, but they all realized the firmness was helpful for them to stay on target and they appreciated that about her. Sam had an open-door policy like Jerry, but only for her executive team. Everyone else had to make an appointment with her through her assistant. She always had the big picture in mind kept her executive team and her organization moving toward the goal. Results were how she measured success.
Sam was not always this kind of leader. She learned to lead. She took to heart what she saw in strong leaders. She read, and she took a formal education to help her grow in her leadership skills. To work under a set of strong leadership principles that allowed her to stay focused and kept the organization on mission. She wasn’t everyone’s best friend, but she was respected by everyone and liked by most. Success was important for her, and she realized that if her team were successful, she would be too. So learning and personal growth became a part of the leadership culture in her organization.
Sam is a good example of a leader who operated by a set of principles. She was consistent in living those out, and people knew what to expect from her and of her.
Jerry and Samantha operated from two different sets of leadership philosophies. One I like to call the “headless chicken model,” and the other is a principled philosophy of leadership.
Here are some characteristics of each model and some helpful breakout hints regarding each one. I am not distinguishing between someone holding formal authority who may not necessarily be a good leader, and someone who is a good leader.
Headless Chicken Model of Leadership
Perhaps the major characteristic of this model is “people pleasing.” This leadership malady leaves the leader scrambling to make everybody happy. Or perhaps, a better way to say it is he is scrambling not to make anybody mad or dislike him. Most of the following characteristics fit into this one in some way.
Related to number one, but also operates independently, in the model the leader does not want to rock the boat. The result of this characteristic is maintenance mode or stagnation.
The decision making framework of a leader like this is a dead give away. Instead of the first concern being the right decision in a given situation. The first concern is, “How will this decision make us look?” And, “What kind of pushback will there be and who is it that will be pushing back?” Making the right decision and then coming up with a wise change strategy are not characteristic of this model.
In the headless chicken model, there are no bad ideas because there are no standards. All ideas are equally valid because the leader does not want any conflict. Rather than wondering “should we do it” the question immediately is, “How can we make this happen?” This kind of mentality dilutes mission and mitigates growth.
Of course, this model of leadership is characterized by insecurity.
Because the leader wants to please everyone, she sometimes fudges on the truth, telling people what they want to hear. She will fudge the numbers or soften the bad news with language that will not cause concern for fear someone will question their leadership.
This model brings with it extreme stress because keeping everyone happy is an impossible undertaking.
This model militates against focus and direction because one’s main concern is keeping everyone happy. There is no vision for the future because that would require focus and direction.
This kind of leader prefers “yes men” and not someone who will think for themselves and perhaps rock the boat.
Holds on to authority and uses his team as assistants. The headless chicken model of leadership can’t risk empowering people because they may rock the boat and make waves.
There is no consistency in a leader like this. He may give one answer to one person and contradict himself to someone else to keep them both happy. We may not like using the word, but this can become an integrity issue.
Stop it
Here are a few ways to break out of this destructive way of doing leadership.
Focus on the mission—not trying to protect yourself.
Realize it is ok to rock the boat with new ideas because you can’t make progress without rocking the boat. That is a natural part of any change.
Even though you are afraid of change, decide ahead of time you will do what you fear. You will not let that fear control what is best for your organization and your team.
Collaborate more. If you can’t trust your executive team then hire someone you can trust. Scary stuff!
Do your homework and hire a coach who can work with you to achieve what you want to achieve.
Principled leadership model
In this model the leader is values-driven. Values such as people are important. Collaboration when possible is a strength—the leader does not have to have all the answers. Organizational health trumps personal feelings. Seeing the team grow and be successful is more important than garnering personal power. Most of the following characteristics fit into this one in some way.
In the principled leadership model, the decision-making framework is more concerned with the right thing to do. This kind of leader remains focused on the strategic and concerned with results. The leader is secure enough to take other’s good ideas, implement them, and give them credit for the idea.
Integrity is important to this person. Ideas and behaviors are grounded in best practices. People trust this leader because she is consistent.
The leader remains focused on mission rather than fulfilling the latest request regardless of whether it enhances the teams or organizations standing. Identity and brand become well established under this leadership model.
This kind of leader is comfortable in their skin—confident but not arrogant.
The principled leader keeps their view on the future. And they plan and work to get to where they want to be. They build the road that takes them to their destination.
Self-confidence is a characteristic of this model.
They are secure enough to build up their team, giving them responsibility and authority to do the job. Empowering people is a core value.
Leads by example and is not afraid to say, “follow me.”
Values idea debate because they realize progress is the result.
The principled leader is not afraid of conflict. When there is conflict, they move toward it and deal with it rather than fleeing it. They keep short account and keep moving forward.
Keep doing what you are doing but here are some questions to ask yourself.
In what ways can I grow as a person?
In what areas do I need to grow as a leader?
What are the next steps to growth for my organization?
How can I help my team become even more effective?
What am I missing?
While some personalities lend themselves to each of these models more naturally, principled leadership can be learned. It can be understood and practiced. Changing thought patterns is not an easy task. It takes intentionality and time. The organization is enhanced, and the team is empowered and grows. Working with the right executive and leadership coach can help you become the person and the leader you want to be. The road becomes clearer, the potholes more visible, and the strategies more focused when working with the right coach.
This article was first published on my website blog. If you are reading this on social media, check out my website www.davidthecoach.com for more information on leadership, teams, and other success factors. Click on the “contact me” button on my website and let’s start a conversation.