5 Tips to Strengthen Weak Leadership (and 4 more for staff dealing with it)Posted: May 6, 2019
We’ve talked a lot on these pages about the tyrannical leader, the my-way-or-the-highway devil, who makes the staff’s life a living hell. But what about the leader who is the exact opposite? What about a leader who absorbed the let’s-flatten-the-hierarchy lesson a little too much? Is that a thing? The answer, I’m afraid is yes.
Weak leaders hope to empower staff by stepping back, but the result is a scenario that looks like leadership, but is hollow at the core. Discussion is endless, results negligible. The leader enjoys the benefits of her position, bigger salary, bigger office, but brings little value to the museum, program or department. She may feel she’s doing good, but, in an effort not to be a despot, she flees from controversy, criticism or simply expressing her opinion. The result is a confused team that spends too much time chasing its tail and rarely moves forward. Weak leaders think that by not sharing their own thoughts, they’re more egalitarian. They’re not. Their staff or department may be perfectly nice, but if you probe a bit, there’s likely no creativity.
We have written and spoken about leading from anywhere in the room. Maybe we were too blithe about the whole enterprise as if group dynamics, congeniality and the power of the team weren’t a thing. As if it’s easy for individual staff to demonstrate they are courageous, visionary, authentic, and, of course, self aware. We’ve also noted, that museums and heritage organizations are more creative and better at risk taking when the traditional pyramid is gone because it allows colleagues to engage with one another more, cross pollinating, while tapping colleagues’ talents. But the absence of the pyramid shouldn’t mean the absence of leadership.
Does any of this sounds familiar? Maybe in an effort to be liked and not be seen as Cruella De Vil you’re leading less than you thought. If so:
- Have an opinion. Sometimes leaders hide behind group decision making. That may work for a time, but in pandering to the group and trying to keep everyone happy, what’s the result? Decisions that are neither imaginative, creative nor inclusive. Leadership is about experimentation, recalibration, and implementation. Experiment.
- Don’t be afraid of feedback. Feedback is the lifeblood of creativity. You need it and so does your museum and your team. If you shut your team down, they learn not to offer an opinion. Instead, listen, listen, listen. Ask questions. When you speak, incorporate what you heard with your own path toward mission and vision.
- Share what you know. This sounds like a no-brainer, but there are leaders who either out of fear or a need to control, don’t talk to their staff. You are the bridge between the board and the staff. You see the big landscape. Tell your staff what’s on the horizon.
- Participate. This is a mash-up of numbers one and three. Your team needs to hear what you think. You don’t have to go first, but make sure you’ve spoken by mid-way through the discussion. And for goodness sake don’t just reiterate the ideas already on the table.
- Don’t avoid confrontation. Your staff needs you. Don’t be afraid to wade in and help quell dissension. If tensions escalate between staff members, call them together and talk it out.
On the contrary, if you’re a follower and some of this sounds familiar, you may work for a weak leader. You need to do your job, while simultaneously collaborating with colleagues to shore up your leader’s weak spots.
- Learn who your leader is. By understanding her personality and leadership style, you may be better able to experiment and make change. For example, if she’s a slow processor, it’s probably better to present a new initiative in writing followed by a meeting. If she’s still a mystery, sit down with colleagues who seem to get along with her and talk.
- Triangulate: One of the oldest workplace tricks in the book. Make friends with your leader’s friend or confident. Take them with you when you need to present a new idea or program.
- Ask for help: Even if it kills you, asking a weak leader’s opinion about something builds trust, allows you a peak into her brain, and makes her feel like she has a voice.
- Collaborate, collaborate, collaborate. Weirdly, many weak leaders have strong teams. Why? Because one of the ways to make change is through coalition. When the meeting agenda appears, work with your colleagues to anticipate discussion and get the outcome you want.
Think about what happens at your staff or department meetings. If you trace engagement across the table, drawing a line from one speaker to another, would you have a spider web of interaction or do all the lines radiate from one or two spots, dying a slow death in the center of the table? Is your leadership a presence or an absence? How does your team create connection?