Look beneath the surface and identify the foundations of people's actions

By Ron Taylor, Author, Leadership: Stories, Lessons and Uncommon Sense

As a leader, it is important to look beyond actions and try to determine, as best you can, the foundation for those actions.

One of Malcolm Gladwell’s lesser-known works, What the Dog Saw, contains an essay based on his observations of Cesar Millan that may have lessons for all of us.

Millan is the star of the popular television show The Dog Whisperer, in which he purportedly helps dogs with behavioural problems. Gladwell studied Cesar as he worked with one dog after another. Somehow, Cesar appeared to be able to accomplish in minutes what others had been unable to do in years, and to help dogs to return to what he described as a more “balanced” state.

Many people who described the seemingly magical way Cesar rehabilitated dogs focused on what Cesar did. Gladwell focused instead on what the dog saw.

In one programme, Cesar focused on a case in which the owner – a sweet and gentle young woman – tried ‘acting tough’ in disciplining the dog, but it wasn’t working. The dog responded by resisting her and sometimes even biting her.

What the dog saw, according to Cesar, was someone he didn’t trust – a sweet person one minute and a pseudo-stern person another. Cesar taught the owner to consistently use her sweeter, more genuine voice and attitude and the dog responded immediately. Within minutes, she was grooming the dog – something she had not been able to do in years.

Let’s see if we can apply this perspective to the challenges you face '¨at work.

Developing new leaders

The long-term viability of any firm depends to a large extent on developing new leaders; managing partners play a key role in setting the proper tone.

A friend of mine is working for an ex-military man who became successful by issuing orders and ensuring they were followed. Her leadership style, which works just as well, is more collegial than his – and that has led to difficulties.

What he sees in her is someone who is too weak to order people around, and what she sees in him is a person who is out of touch with today’s younger workers. In this situation, the responsibility for breaking the impasse lies, at least initially, with the senior leader.

It is important to recognise in developing new leaders that there is no single correct way to lead. You may think that you know best because of your seniority, but other leaders do not necessarily see the world through your eyes, so learn to accept whatever works.

Managing client relationships

One of the most important responsibilities managing partners have is keeping the firm competitive, which means maintaining a sizable client base. There is usually a lot of pressure to keep clients happy – the logic being that a happy client will come back to you the next time your services are needed. This can result in pressure to say “yes” to most, or even all, client requests. The person working with the client sees this as a way of creating a supportive relationship.

However, what the client sees is someone who does not have the judgment to say “no” when it is appropriate. Always agreeing with the client is not the best way to manage the client relationship. Educating the client, exercising due diligence and saying “no” when necessary helps build the trust needed for repeat business.

'¨Delegating work

I have occasionally heard leaders say that they cannot delegate any work because the people reporting to them are all incompetent. They complain that they cannot trust their staff to do a good job. These leaders see their staff as a burden instead of an asset.

What their staff consequently see is a leader who is afraid to take risks. If you have such a leader in your firm or, heaven forbid, you are such a leader, your time will be much better spent addressing the fear of taking risks rather than the reluctance to delegate. Creating an environment that allows people to take reasonable risks without the fear of career-ending consequences is not only more humane, it is also smart leadership.

Regardless of whether you are developing new leaders, managing client relationships, delegating work or dealing with your other responsibilities, invest your time in learning to identify the foundations for the actions of others. It is difficult and it requires patience, but is definitely worth your while.

If dogs can do it, so can we.

ron@therontaylorgroup.com