Most people prefer to work for a leader with a style that leads others respectfully, including and inspiring them, rather than by dominating and requiring them to abide by the boss’s rules. Let’s challenge the old model of the “requirer” and offer a more desirable alternative style of an “inspirer.” Which do you work for? Which are you?
HIRING
A requirer looks at the hiring process as a one-way street, considering only the vantage point of whether the person fits their needs for the open position. The interview process is oriented heavily toward his own agenda of questions, with little opportunity for open dialogue or exchange. The requirer lets the candidate know who is in charge, establishing the tone for the potential future relationship.
The inspirer understands that it is just as important for a candidate to evaluate the job, manager and company as it is for the company who is hiring. He has an agenda, but creates interview space where there can be an open and intelligent exchange of offerings and expectations by both parties. The inspirer knows that quality candidates can choose to accept offers elsewhere, and so sets the stage for respectful inquiry and exploration for a good mutual fit.
DELEGATION
A requirer is insistent that her associates do their delegated task or project in a certain way (usually the way they themselves would do it). Her controlling style not only inhibits creativity, it makes people feel as if they are not trusted to do a good job on their own. She has a tendency to look over their shoulder and micro-manage along the way.
An inspirer lets her associates know what the end result needs to be, and any quality and deadline requirements. She makes sure that they have the right resources to do their job, then steps back and maintains availability to assist as needed with obstacles or challenges.
DECISIONS
A requirer thinks that he knows the answer, or believes that that is what he is being paid for. He approaches decisions in a “my way or the highway” approach, and gives little credence to the opinions of others. The requirer lets it be known that his decision is final and irreversible, and will stand with this point of view even in the face of evidence to the contrary.
An inspirer knows that everyone brings a valuable point of view to the decision process. And while by virtue of his position he has the final word, he exhibits a collaborative approach to the decision-making process. He knows that people support what they help to create, and that buy-in is much easier when people have their ideas and solutions included.
PERFORMANCE
A requirer has little tolerance for unachieved goals or mistakes, and has a judgmental or punitive approach toward those who make them. She sets the bar high, and when people do not achieve to her expectations, they are reminded of all of their deficiencies, with little regard to those aspects of the project that were done well.
An inspirer knows that mistakes are part of life’s learning process, and so supports staff to learn the lesson and establish ways to prevent the mistake from being repeated in the future. She sets the bar high, but makes a point of leveraging people’s strengths and acknowledging successes before offering constructive feedback on areas that need improvement.
