Leadership Skills

Walking naked is a cool subject, right? What does being naked have to do with leadership skills? Before you jump to the wrong conclusion, let’s define it. Being naked as a leader is letting go of the facade and being yourself.

You might be thinking, does that mean I tell people everything? No. Do I let my employees see me sweat? Sometimes.

As we have discussed so far in this Top 10 Leadership Series, anything can become a weakness overused, so we are not talking about going to the extreme. We want to balance that competitive edge that “being you” brings to the table in a manner in which we are authentic and real to other people.

Great Leaders Are Vulnerable

People who are great leaders have vulnerable qualities. For example, are comfortable in their own skin – as if they were mingling with anyone without hesitation or reservation. They are unguarded to say or do what is appropriate at the time.

I admire these leaders as they have a calming effect on people by consistently being candid and forthright in a professional manner. People listen to them, trust them, and will work harder for them compared to a leader that holds back and comes across as reserved, uptight, and too serious.

Have you ever had an experience where an employee gets a job promotion to become a manager and they change into this serious, authoritarian person?

I’ve heard people say, “My buddy I used to work and socialize with is now distant and discusses matters behind closed doors”. Yes, roles change when you become a manager, but the style of communication used in the past doesn’t have to. You can still be you.

If you are a manager, you may not connect with this example because you don’t view yourself as being distant or anti-social. That is because you probably are not!

Here is what happens – managers tend to revert to a more serious style of communication when they are in their daily “management role” or “expert role”. When this happens, the intensity can stifle the opportunity to connect with the people that need to hear the message the most.

Why Employees Believe Managers Don’t Care

I’m going to switch gears for a moment because I think I can make a case for why managers may not come across as the authentic and positive people they really are. I had the opportunity to be a part of a fascinating discussion on some U. S. leadership statistics conducted by Maritz Research in 2011. Here are a few statistics from their engagement survey:

  • 12% of employees believe their employer genuinely listens and cares.  Wow, that means 88% of employees believe their managers don’t listen or care?
  • 10% of employees trust management to make the right decision in times of uncertainty. 90% of managers are not trusted to make the right decisions?
  • 1 in 10 Americans believe their company’s leaders are ethical and honest.This is a big finding. 90% of Americans believe their company’s leaders are unethical and dishonest? This definitely tells us that there is a need for being more real because obviously employees don’t really know their management team members. I’ve been around managers for over 25 years and I have only run across a handful that fall into this category!

These statistics got me thinking about why a leader’s trustworthiness is often not perceived by employees. I decided to do some research on leadership styles in management teams and found a very interesting observation. Managers focus on fixing a problem instead of connecting with those that created the problem.

Related:  Leadership Skills that Work

Values and Management Skills of Managers

Values and Management Skills of Managers

Comparing what managers value to how employees feel about their managers created a huge realization. Because managers are responsible for supervising day-to-day activities, they buckle down on preparation, planning, and fact finding (primarily isolated activities) resulting in employees not getting the opportunity to know their managers.

Additionally, when managers converse with employees, they often come across as too intense because they are focused on achievement, accuracy, and stability.

Let’s Take a Real Life Example

Tom is an operations manager who has just discovered that a huge quantity of the company’s products do not meet specifications. Even worse, they have already shipped to the customer. When Tom responds to this situation, he quickly composes and sends an email (or gets on the phone) with the emphasis on finding the facts, getting the problem fixed, and making sure it doesn’t happen again.

These are definitely important outcomes for the future, but the leadership style comes across to employees as though Tom just chewed them out for shipping the wrong product. They might think “He really has no idea what we do and what we go through each day to do as well as we do.” In other words, Tom is viewed as “the uncaring boss” and not as “a partner solving the problem”.

Leaders that Walk Naked Take a Reverse Approach

Great leaders realize that their employees have a need for socialization and must have opportunities to “be real” with their managers. This thinking requires the “old school” manager to let go of what has become familiar and do what Dr. Robert Quinn, author of Deep Change (my favorite book), refers to as “walk naked into the land of uncertainty”.

This means temporarily adjusting our focus and management habits to think about what behaviors and leadership skills our employees need to make sure a mistake doesn’t happen again.

In Tom’s case, a switch to effectively communicating in alignment with his “real leadership character” (Tom’s a really great guy) would more quickly resolve the issue.

For example, employees need to feel trusted, involved, and part of the solution in contrast to being diagnosed, controlled, and lectured. Any of us guilty? Absolutely. This leadership skill is the exact opposite of what we are wired to do.

Takeaway

Followers need the opposite approach of our typical desire to jump in and fix problems. They need managers to involve them in the problem in order to connect and build trust.

Great leaders are experts at being vulnerable (walking naked) to reveal their real, authentic character. A leader who doesn’t walk naked isn’t a leader, but a poser because we don’t know who they really are or if we can trust them.

How is Vulnerability Important for Leadership Skills?

If you have ideas that you feel like sharing that might be helpful to readers, share them in the comments section below. Thanks!

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Dr. Mary Kay
Dr. Mary Kay is a business leadership strategist, executive coach, trainer, author, and founder of the About Leaders community and drMaryKay.com. She’s consulted with hundreds of companies and trained thousands of leaders. Her Ultimate Leader Online course helps managers become more confident, decisive leaders. Follow her on Facebook and Twitter.

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