Making People Feel Involved: A Tale of Two Leaders

Making People Feel Involved: A Tale of Two Leaders Robin: “Good leadership brings out everyone’s sense of participation and shared commitment.” A leader with a democratic style spoke with people individually and thought independently before full-team meetings, forming his own conclusions. Yet when he convened the meeting, he did not rush to state his views. Others spoke first, subject to time limits: shorter was fine, longer was not. Particularly important topics could receive a little extra time with permission, but presentations generally stayed within fifteen minutes. Everyone therefore prepared in advance. Explaining something clearly in fifteen minutes is difficult. During his years leading the team, thorough preparation became a habit. After everyone presented problems and solutions, he synthesized the discussion into two things: his assessment of the problem and the next actions and approach. Although much was already in his mind, he framed his conclusions as “we.” When someone had voiced an idea he had also considered, he credited that person’s contribution rather than presenting it as his own. This created strong feelings of participation and recognition. After presenting his points one by one, he asked for further views. If there were none, he asked relevant people to restate their understanding of their action items, then ended the meeting. ----- He was promoted and replaced. The new leader appeared equally democratic, still inviting everyone to speak first. But his concluding points had nothing to do with what they had said. Gradually people stopped speaking and thinking; they arrived with only their ears and notebooks. The reasoning was simple: if I think and speak but you decide entirely according to your own ideas anyway, why should I think? Preparatory thinking and action disappeared. Soon coordination problems multiplied. Meetings continued, but their focus shifted from anticipating new problems under the former leader to coordinating and resolving existing ones under the new leader. Organizational efficiency suffered greatly. ----- What distinguished the two? How their subordinates felt. Leaders cannot lead teams well without ensuring people feel recognized, involved, and connected to the whole. #寧向東的管理學課