The longer I serve in a leadership position, the more I believe that the loyalty a leader displays toward his or her people is, without question, the make or break value that defines a high performing culture over time.
People are people, not machines The most talented, productive and engaged among us still get angry, still get let down, still get sick, still have messy divorces, still have aging parents and still disappoint each other at times. If you are in it for the long haul and you want to build an organization that endures, then you and your people have got to hang in there for each other long after the honeymoon is over.
Defining loyalty
Early in my career I carried the false notion that loyalty was something that leaders expected from their people exclusively, that it was a bottom up value. We have all heard leaders say things like, “I’m always open to dissenting opinions and candid, honest conversations in this room. But outside this room, we speak with one voice.” Seriously friends, what team anywhere always gets that one right? As Spinal Tap’s Nigel Tufnel would say, “None teams do.”
When there are big topics being considered, honest feedback being rendered or key strategic issues being debated, the idea that people inside your circle will always have your back is simply not realistic. Even the best-intentioned people are going to criticize your leadership and decisions, and make you feel betrayed at times. But you’ve got to love them anyway.
In the course of your leadership you are going to make decisions that inevitably cause people to feel like you don’t value their opinions. You will make decisions based on facts that you simply cannot share. That will result in people second-guessing you. When that happens, hopefully your people will love you anyway.
Keeping faith
The loyalty I believe great leaders display toward their people is probably more accurately described as faithfulness. It is a commitment that says, “I picked you and I’m staying with you when the chips are down. You had what we wanted and needed at the start, you have what we want and need now.”
Whatever hardship one of your people may be enduring and however it may be impacting his or her work, good leaders stick with their people.
The concept of authentic loyalty, however, requires a highly developed sense of non-dualism in leadership. Never confuse being faithful with excusing poor performance. That is weak management, not strong character.
Loyalty in your organization starts at the top. It is the leader’s job to reconcile the tension between the pressure to perform and the needs of your people in their humanity. The more you can hang in there for them, the more you stick with your people, the more the spirit of loyalty and faithfulness will naturally multiply in your organization. Your people will be happier, more collaborative and more productive. That, friends, is smart business.
