Leadership and Affirmation

It is not the job of the staff and employees to constantly affirm the leader(s), both privately and publicly, as part of their role and responsibility. In fact, it is the other way around as it is the leader’s job to affirm their staff on a consistent basis.

I couldn’t believe my ears when I heard a friend talk about an organizational culture where the former cultural tenet was a part of the staff’s job description. Completely backward and it was a display of colossal insecurity.

I do not need nor require any of my staff to tell me that I’m doing a good job and can’t even fathom creating an organization that built that as a fundamental model in their cultural DNA. All that does is create a foundation built on fear and subservience instead of one built on trust, mutual respect, and ultimately productivity.

Sure, it feels great when people congratulate and give me a pat on the back for doing good work but a leader should never require it of any of their staff especially because the staff do most of the real work in a thriving and growing organization.

In fact, I’m not sure I affirm our growing and young leaders enough and I want to be a better leader that supports, encourages, and affirms our staff with intention, not just “lip service” type stuff but with real, functional, pragmatic messaging that moves the ball forward for all.

That’s the type of leader I want to work for, that’s the type of leader I want to be, and that’s the type of leader I want to work with. No exception.

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