Does your team work with you or for you?

“I am James C and I work for John B as his business development manager” - this is an example of a common introduction but the question is do they really work for the boss or with him? I think many people work with their bosses but few do work for them. So just how does it feel when someone really works for their boss? For me, it is all about making your boss succeed, often by going the extra mile. Anyway your targets are bound to be linked but this is a little more than just target achievement, it is about ensuring your output really makes a difference for his/her delivery.

I had a rare opportunity to experience such commitment and truism from a direct report of mine. This happened when a migration project became really urgent to execute as a result of challenges on an existing system. I had already booked vacation travel with my family and as a result there was the need to work overtime and at odd hours so the job could be completed in time for me to travel. To make matters worse, this key resource of mine was to go on leave to write an examination. He had been working nonstop and I was worried about the preparation for the exams. I knew things will be tough for me but I sent him away to go and write the exams and take a few days off to rest before resuming. But to my surprise, he showed up next the morning after the paper, saying ‘I know there would be too much pressure on you so I returned to help you’ and help he did.

This was a humbling experience for me as someone sacrificed their well deserved rest so the boss does not fail. Overtime, I would realize there was a huge reciprocity in the way you manage your team and what they give you in return. People go ‘the extra mile’ for their bosses to succeed because of some positive leadership behaviours that they have exhibited to the benefit of their career. To share a few from a leadership perspective:

Seek Growth – the growth of people should interest the leader rather than worry him. I feel sorry for leaders/managers who feel threatened by growth and exposure of the subordinates because they end up limiting their very selves from growing. If someone in your team can be better that you, support them, the odds are that you will gain recognition for producing top talents rather than suffer as a consequence of it.

Be Transparent – Don’t leave room for your direct reports or anyone you lead to second-guess you. Being transparent in your ways of working creates an atmosphere of trust and fosters bonding. There is no gain to give a flattery feedback to please people – it is better to deliver a true bad news than a false good one. People feel more comfortable and committed to work for truth and forthrightness.

Give Credit, take responsibility - In the eyes of external stakeholders, especially senior ones, you are responsible for the overall delivery of your team whether good or bad. Be gracious to give credit and recognition to outstanding work – ‘put in a mention to the people who matter – ‘It was Mr X’s brilliant idea that provided the breakthrough’ ‘Miss Y was responsible for the great cost savings we made’ etc etc. You will lose the respect of senior leaders if you take credit that is not due you or do not give the right level of recognition to deserving people. However, great leaders do not point accusing fingers within their team to external stakeholders for team failures. They take the responsibility for the team and deal with those responsible for slippages internally. This is not about turning a blind eye or covering up. It is about taking charge.

Empathize – Unless you work with robots, you will need to empathize for people to accept you as genuine human and also be there for you. To identify with people’s situation and share in their pain points and concerns is priceless to getting the best out of people and getting them to work for you.

Teach/Impart - The manager/leader is in that position primarily because of superior experience and insights. The leader/manager does not necessarily have to be the smartest or brightest of the team but has a depth and breadth of experience and other intangible qualities. Be sure to impart knowledge and insights but better still encourage building on what you give.

In a normal world, we are all not perfect but these are doable principles that ensure that teams bond with their leaders to the level that attracts reciprocity – they work for the leaders to succeed.