The leaders under the leader
"Know your role, star in your role, and most importantly, accept your role." Brad Stevens
In any organization the leader at the top – the commander or the CEO, is the one who gets all the focus and attention. That’s not unusual. They are the face of their organization. They carry all the risk and responsibility. If the proverbial ship sinks, down they go with it. Their shipmates can swim away to other opportunities. But what about the leaders below the leader? Who are these people and what function do they or should they perform?
Leaders under the leader come in a wide variety of titles and roles – Chief of Staff, Vice President, Manager, and even Supervisor or Director, to name a few. While their specific roles vary depending on the type of organization, they all influence people to do things they might otherwise not. They invest in their people (or should) caring for and nurturing them, providing purpose and direction. There is, however, more to the role of these leaders.
The leaders under the leader ought to be the champions of the top leader’s intent. They should be the ones making the connection between the guidance and direction coming from the top to each individual. They should work hard to understand the ‘why’ behind decisions and be the ones to translate that for their people.
Leaders under the leader are the ones closer to the conversations which occur amongst the rank and file. They will spend more time in office messaging systems such as Microsoft Teams or Slack. They sense the confusion and hear the complaining before those above. They are the first to catch a rumor as it begins to travel and spin. They have a better pulse on the organization than the top leader might have. And they have a duty to stop it. Leaders under the leader must see their role this way – as the adults in the room who promote and instill proper decorum, good discipline, manners and maturity.
While the leaders under the leader are the champions of his or her intent, they must also be the voice for their people. These leaders should educate senior leaders as to the needs of their people, how they have received and are reacting to change and what their priority needs are. They must balance their loyalty up and down. They must understand fully the needs of their people and teams and the needs of the organization.
Leaders under the leader should offer confirmation that tasks and projects are being completed. They should confirm with senior leaders that their intent is understood and being executed. Senior leaders operate in a vacuum wondering how things are going and if things are going. If left without some confirmation by the leaders under them, they may begin to believe they are being ignored, disobeyed, or misunderstood.
None of this requires blind loyalty. Indeed, where the senior leader is toxic, leaders under this leader must do their best to shield their people from harm. Where he or she is just wrong, they must muster the courage to speak up tactfully. They must do everything they can to prevent unfair practices and unrealistic demands.
Leaders under the leader who do not understand and embrace their role can cause stagnation, poor performance, or even damage to an organization. They may not have the spotlight on them. They may not be the face of the organization, but their role is just as important. Do your subordinate leaders know this? Are they practicing it? Go have a look.
Make it Personal!
Rob
Rob Campbell