Leadership: The Art of Pumping Tires

(Reflections on leadership from a technology executive now living at the edge of a forest with a bit more time to think.)

As I was walking through the forest with Ruby (the puppy) I found myself mindlessly saying "Good dog Ruby... Good girl". She looked confused. And then it hit me, I had broken one of the fundamental rules of leadership.

As leaders, our role is to motivate our teams with the tools that we have and one of the best tools is praise. But it has to be used properly. Bill Walsh famously said: "Nothing is more effective than sincere, accurate praise and nothing is more lame than a cookie-cutter compliment". So doling out generalized compliments for no particular reason ("Good dog Ruby...") is not the way to go.

I worked with some of the best leaders in Canadian business and I can tell you that those leaders didn't give their praise away. When you got a compliment it meant something. They knew exactly when to "pump your tires" and when they did it was energizing. On the other hand, I can remember others who mindlessly sprayed the office with compliments until they were completely devalued. Their "Rah-Rah" speeches turned to "blah blah". Nobody was listening.

Finding the right balance comes naturally to some leaders, while others need to observe and learn over time. On the continuum of "no praise" to "over-the-top praise", I think the best place to be is just a little toward the restrained side. The important thing is to keep it real. If you genuinely believe that someone went the extra mile or accomplished something special or showed great courage, then say it! And this is where Walsh's advice becomes important. We should be specific when we acknowledge the behaviours and outcomes that we appreciate. Why? First, because it shows our team that we care enough to know the details of what they have done. Second, so we establish a clear connection between the things we want to reward and the reward itself.

The best leaders are always in tune with the spirit of their teams. Sometimes the team is exhausted, spirits are down and results disappointing. This may be the time to acknowledge effort and sacrifice, or to find a "silver lining". But even in this situation, it is best to be specific and always honest.

All of this is another example of how leadership is rarely the easy way. Slapping everyone on the back and being everyone's friend is the path of least resistance. Being honest, objective and measured in your feedback is harder, but the results are worth it.

Just then Ruby spots a raccoon. Every bone in her body wants to take off after it (bad idea). She obeys and stays. "Good dog Ruby. Very good dog!"

Thanks for reading. Looking forward to your thoughts. Jack