Berger Leadership Blog

Leadership is a balancing act between guiding employees and giving them space to work autonomously. Each of us should strive daily to empower our team to handle their responsibilities – we hired them because of their capabilities, and we must reinforce that through our communications.

Leadership guru Dan Rockwell warns leaders who seem to have their day filled with responding to one-off issues that arise that something larger might be amiss. If this sounds like you, consider whether you are a problem-solver or an answer-giver.

Being a problem-solver isn't necessarily a bad thing. In fact, I frequently encourage leaders to instill a sense of innovation and independence among employees so that they search for solutions to address problems head on. But that's where Rockwell's concerns lie: A leader shouldn't devote his/her day to problem-solving. Leaders should be focused on the big picture and what opportunities are ripe to take advantage of.

An answer-giver, though, has a more negative connotation. It falls under that micromanagement umbrella where leaders are too eager to jump in with their opinion, rather than let their team recommend the best course of action. Great leaders develop employees to be resourceful and thoughtful when issues arise.

To keep leaders focused on the overall vision, Rockwell recommends intentional word choice to better guide your leadership:

• Reject words that minimize people or challenges. Certain words and phrases deflate employees' confidence. When a team member comes to you with an issue, refrain from telling them "It's easy," "It's not that bad," and "Don't worry." Imagine how you'd feel if your boss responded like this if you were frustrated or worried.
• Choose words that strengthen connection. Emotional intelligence (EQ) isn't a trait that comes naturally to us all – if often requires self-awareness and dedication to growing it – but it is needed to build strong relationships with our teams. To do this, Rockwell recommends things like acknowledging when you make a mistake and sharing why an employee is qualified or deserving of an opportunity that has been given to them. These gestures go a long way in building confidence and trust.
• Choose words to repeat. Great leaders are committed to building those around them up, not tearing them down. Be respectful of your employees by thanking them for their efforts, asking rather than demanding things, and showing appreciation for the qualities that make them a valuable asset to the team.
• Choose last words intentionally. We are more likely to remember the last thing someone says. That's why speeches, presentations, etc. usually end with the most powerful line or recommendations. It's where our priorities lay. Keep this in mind when closing out the day with your team or ending a one-on-one.

Communication is the foundation of leadership. We must clearly articulate our vision for our organization, our strategy on how we will achieve our goals, and how each employee will contribute to our overall success. To do this effectively, how you frame what you say is even more important.

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